Agenda packet — Vallejo City Council, February 11, 2025 (part 6 of 6)

2.00 2.00 - 2.00
Public Works Funds
Landscape Districts 5.00 5.00 - 5.00 Corp Yard 9.00 9.00 - 9.00

14.00 14.00 - 14.00 Other Funds
Housing 16.00 16.00 - 16.00 Self Insurance 5.00 5.00 - 5.00

21.00 21.00 - 21.00 TOTAL 681.00 682.00 4.00 686.00 Note: Detailed FTE information by classification and department can be found in the Appendix.

FY 24-25FY 23-24
Temporary & Part-time Authorized PositionsThe Personnel Summary/Authorized FTE Listing does not reflect temporary and part-time positions required to be paid through Citypayroll. These positions include interns, administrative, manual and nonmanual temporary positions, and Police Cadets and Firefighter Trainee authorizations.These temporary and part-time position authorizations generally fluctuate throughout the year as business needs change. As such, the City Manager has the authority to adjust staffing levels for temporary staffing positions, subject to budgetary constraints.Multi-Level AuthorizationsAll positions in the Personnel Summaries/Authorized FTE Listings by Department that are authorized at multiple levels, where promotion is dependent on an employee obtaining certification or similar criteria not in the City's control, or other circumstances warrant, are required to be listed below and are referred to as "Multi-Level Authorizations": Housing Specialist I/II Assistant Engineer/ Associate Civil EngineerCommunications Operators I/II Instrument Technician I/IIMaintenance Worker I/II Water Maintenance Worker I/II Appendix: Personnel Summary
Legislative, Executive and Legal Departments
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

LEGISLATIVE

MAYOR & COUNCIL
Mayor MAYOR 1.00 1.00 - 1.00 City Council COUNCIL 6.00 6.00 - 6.00 Executive Assistant to the Mayor EXEC 1.00 1.00 - 1.00 Total Legislative 8.00 8.00 - 8.00

EXECUTIVE

CITY MANAGER
City Manager EXEC 1.00 1.00 - 1.00 Assistant City Manager EXEC 2.00 2.00 - 2.00 Assistant to the City Manager EXEC 2.00 2.00 - 2.00 Community Engagement Manager EXEC 1.00 1.00 - 1.00 Executive Assistant to the City Manager EXEC 1.00 1.00 - 1.00 Organizational Development Manager EXEC 1.00 1.00 - 1.00 Administrative Clerk II-C CAMP 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Administrative Analyst II CAMP 4.00 4.00 - 4.00 Community and Volunteer Coordinator CAMP 1.00 1.00 - 1.00 Communications and Public Information Officer EXEC 1.00 1.00 - 1.00 Administrative Clerk I IBEW -

16.00 16.00 - 16.00

CITY CLERK
City Clerk EXEC 1.00 1.00 - 1.00 Deputy City Clerk CAMP 1.00 1.00 - 1.00

2.00 2.00 - 2.00
Total Executive 18.00 18.00 - 18.00 LEGAL

CITY ATTORNEY - -
City Attorney EXEC 1.00 1.00 - 1.00 Chief Assistant City Attorney EXEC 1.00 1.00 - 1.00 Asst. City Attorney II-E EXEC 1.00 1.00 - 1.00 Asst. City Attorney II CAMP 4.00 4.00 - 4.00 Deputy City Attorney II CAMP 1.00 1.00 1.00 2.00 Deputy City Attorney I CAMP 1.00 1.00 (1.00) - Law Office Supervisor EXEC 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Paralegal CAMP 3.00 3.00 - 3.00 Total Legal 14.00 14.00 - 14.00

TOTAL LEGISLATIVE,
EXECUTIVE AND LEGAL 40.00 40.00 - 40.00
FY 23-24 FY 24-25
Appendix: Personnel Summary
Finance Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

ACCOUNTING
Finance Director EXEC 1.00 1.00 - 1.00 Assistant Finance Director EXEC 1.00 1.00 - 1.00 Deputy Finance Director EXEC 1.00 1.00 - 1.00 Finance Manager CAMP 1.00 1.00 - 1.00 Purchasing Manager CAMP 1.00 1.00 - 1.00 Accounting Manager CAMP 1.00 1.00 1.00 2.00 Administrative Analyst II CAMP 3.00 3.00 - 3.00 Senior Accountant IBEW 4.00 4.00 (1.00) 3.00 Accountant IBEW 6.00 6.00 - 6.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Accounting Technician IBEW 2.00 2.00 - 2.00

22.00 22.00 - 22.00

COMMERCIAL SERVICES
Senior Accountant IBEW 1.00 1.00 - 1.00 Customer Service Representative IBEW 1.00 1.00 - 1.00

2.00 2.00 - 2.00
Subtotal, General Fund 24.00 24.00 - 24.00 WATER FUND:

WATER BILLING & COLLECTION
Accounting Manager CAMP 1.00 1.00 - 1.00 Customer Service Supervisor IBEW 1.00 1.00 - 1.00 Accountant IBEW 1.00 1.00 - 1.00 Sr. Customer Service Representative IBEW 1.00 1.00 - 1.00 Customer Service Representative IBEW 6.00 6.00 - 6.00

10.00 10.00 - 10.00

WATER METER READING
Sr.Meter Reader IBEW 1.00 1.00 - 1.00 Meter Reader IBEW 5.00 5.00 - 5.00 Utility Field Representative IBEW 2.00 2.00 - 2.00

8.00 8.00 - 8.00
Subtotal, Water Fund 18.00 18.00 - 18.00 TOTAL DEPARTMENT 42.00 42.00 - 42.00 FY 24-25FY 23-24
Appendix: Personnel Summary
Human Resources Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

HUMAN RESOURCES
Human Resources Director EXEC 1.00 1.00 - 1.00 Assistant Human Resources Director EXEC 1.00 - - - HR Program Manager EXEC 3.00 3.00 - 3.00 Employee and Labor Relations Officer EXEC 1.00 1.00 - 1.00 Senior Personnel Analyst CAMP 1.00 - - - Personnel Analyst II CAMP 3.00 5.00 - 5.00 Personnel Technician CAMP 2.00 3.00 - 3.00 Personnel Analyst II (Ltd term expires 6/30/25) (a) CAMP 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Administrative Clerk II-C CAMP 1.00 1.00 - 1.00 Subtotal, General Fund 15.00 16.00 - 16.00 Water Fund 401
Personnel Analyst II CAMP 1.00 - - -

1.00 - - -
SELF INSURANCE Fund
Risk Manager / Safety Officer EXEC 1.00 1.00 - 1.00 Administrative Analyst II CAMP 3.00 3.00 - 3.00 Admin Clerk II-C CAMP 1.00 1.00 - 1.00 Subtotal, Self Insurance 5.00 5.00 - 5.00 TOTAL DEPARTMENT 20.00 21.00 - 21.00 (a)Funded by ARPA expires 06/30/25
FY 24-25FY 23-24
Appendix: Personnel Summary
Information Technology Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

INFORMATION TECHNOLOGY
Chief Innovation Officer EXEC 1.00 1.00 - 1.00 Cybersecurity Information Systems Officer CAMP 1.00 1.00 - 1.00 Enterprise Systems Application Officer CAMP - 1.00 - 1.00 IT Project Manager CAMP 1.00 - - - Information Systems Manager CAMP 2.00 2.00 - 2.00 Network Administrator CAMP 1.00 1.00 - 1.00 Media Services Specialist CAMP 1.00 1.00 - 1.00 Asset Manager CAMP 0.50 0.50 - 0.50 IS Support Technician II IBEW 5.00 5.00 - 5.00 Secretary IBEW 1.00 1.00 - 1.00 TOTAL DEPARTMENT 13.50 13.50 - 13.50 FY 24-25FY 23-24
Appendix: Personnel Summary
Economic Development Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

ECONOMIC DEVELOPMENT
Economic Development Director EXEC 1.00 1.00 - 1.00 Economic Development Program Manager CAMP 3.00 3.00 - 3.00 Sr. Comm. Development Analyst IBEW 1.00 1.00 - 1.00 Administrative Analyst II CAMP 1.00 1.00 - 1.00 Secretary IBEW 1.00 1.00 - 1.00 TOTAL DEPARTMENT 7.00 7.00 - 7.00 FY 24-25FY 23-24
Appendix: Personnel Summary
Planning & Development Services Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

ADMINISTRATION
Planning & Development Services Director EXEC 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Administrative Analyst II CAMP 1.00 1.00 - 1.00

3.00 3.00 - 3.00

BUILDING
Chief Building Official CAMP 1.00 1.00 - 1.00 Building Inspection Manager CAMP 1.00 1.00 - 1.00 Building Inspection Supervisor IBEW 1.00 1.00 - 1.00 Building Inspector II IBEW 4.00 4.00 (1.00) 3.00 Building Inspector I IBEW - - 1.00 1.00 Development Permit Coordinator CAMP 1.00 1.00 - 1.00 Plan Check Engineer IBEW 1.00 1.00 - 1.00 Building Permit Technician I IBEW 1.00 1.00 (1.00) - Building Permit Technician II IBEW 1.00 1.00 1.00 2.00 Secretary IBEW 1.00 1.00 - 1.00

12.00 12.00 - 12.00

PLANNING
Planning Manager CAMP 2.00 2.00 - 2.00 Principal Planner CAMP 1.00 1.00 - 1.00 Senior Planner CAMP 2.00 2.00 - 2.00 Associate Planner IBEW 3.00 3.00 - 3.00 Planning Technician IBEW 1.00 1.00 - 1.00

9.00 9.00 - 9.00

CODE ENFORCEMENT
Code Enforcement Manager CAMP 1.00 1.00 - 1.00 Sr. Code Enforcement Officer IBEW 1.00 1.00 - 1.00 Code Enforcement Officer IBEW 6.00 6.00 - 6.00 Accounting Clerk II IBEW 1.00 1.00 - 1.00 Administrative Analyst II CAMP 1.00 1.00 - 1.00 Secretary IBEW 1.00 1.00 - 1.00

11.00 11.00 - 11.00
TOTAL DEPARTMENT 35.00 35.00 - 35.00 FY 23-24 FY 24-25
Appendix: Personnel Summary
Fire Department
Proposed
Group Amended Changes Adopted Changes Amended
GENERAL FUND:

ADMINISTRATION
Fire Chief EXEC 1.00 - 1.00 - 1.00 Deputy Fire Chief EXEC 1.00 - 1.00 - 1.00 Executive Secretary-C CAMP 1.00 - 1.00 - 1.00 Administrative Manager CAMP 1.00 - 1.00 (1.00) - Administrative Analyst II CAMP - - - 1.00 1.00 Administrative Clerk II CAMP 1.00 - 1.00 - 1.00

5.00 - 5.00 - 5.00

SUPPRESSION
Battalion Chief IAFF 3.00 - 3.00 - 3.00 Fire Captain IAFF 24.00 - 24.00 - 24.00 Fire Engineer IAFF 24.00 - 24.00 - 24.00 Firefighter IAFF 24.00 - 24.00 3.00 27.00 Firefighter (Limited Term) (a) IAFF 9.00 - 9.00 - 9.00

84.00 - 84.00 3.00 87.00

PREVENTION
Fire Prevention Manager CAMP 1.00 - 1.00 - 1.00 Fire Prevention Inspector IBEW 3.00 - 3.00 - 3.00 Secretary IBEW 1.00 - 1.00 - 1.00

5.00 - 5.00 - 5.00

TRAINING
Battalion Chief IAFF 1.00 - 1.00 - 1.00

1.00 - 1.00 - 1.00

EMERGENCY MEDICAL SERVICES
Paramedic Coordinator IAFF
Fire Captain IAFF 1.00 - 1.00 - 1.00

1.00 - 1.00 - 1.00 TOTAL DEPARTMENT 96.00 - 96.00 3.00 99.00 (a) Nine (9) Firefighter positions funded by 2020 SAFER grant expire February 26, 2025; Staffing subtotals by type:

Sworn - 88.00 3.00 91.00
Unsworn - 8.00 - 8.00
Total - 96.00 3.00 99.00
FY 23-24 FY 24-25
Appendix: Personnel Summary
Police Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

PUBLIC SAFETY
Police Chief EXEC 1.00 1.00 - 1.00 Deputy Police Chief EXEC 2.00 2.00 - 2.00 Police Captain (a) VPOA 3.00 3.00 - 3.00 Police Lieutenant (b) VPOA 10.00 10.00 - 10.00 Police Sergeant VPOA 15.00 15.00 - 15.00 Police Corporal (c) VPOA 14.00 14.00 - 14.00 Police Officer (d) VPOA 84.00 84.00 - 84.00 Police Officer (Ltd 4-yr term) (e) VPOA 8.00 8.00 - 8.00 137.00 137.00 - 137.00
Administrative Manager CAMP 3.00 3.00 - 3.00 Administrative Analyst II CAMP 9.00 9.00 - 9.00 Administrative Clerk II-C CAMP 3.00 3.00 - 3.00 Communications Manager CAMP 1.00 1.00 - 1.00 Communications Supervisor IBEW 4.00 4.00 - 4.00 Communications Operator I/II IBEW 16.00 16.00 - 16.00 Executive Secretary-C CAMP 2.00 2.00 - 2.00 Senior Police Assistant IBEW 1.00 1.00 - 1.00 Police Assistant IBEW 10.00 10.00 - 10.00 Police Assistant (Limited Term) (f) IBEW 3.00 3.00 - 3.00 Senior Crime Scene Investigator IBEW 1.00 1.00 - 1.00 Police Clerk IBEW 8.00 8.00 - 8.00 Police Records Supervisor IBEW 1.00 1.00 - 1.00 Police Records Manager CAMP 1.00 1.00 - 1.00 Crime Analyst IBEW 1.00 1.00 - 1.00

64.00 64.00 - 64.00
TOTAL DEPARTMENT 201.00 201.00 - 201.00 (a) One (1) Vacant Police Captain position defunded since FY 23-24. (b) One (1) Vacant Police Lieutenant position defunded since FY 23-24. (c) One (1) Vacant Police Corporal position defunded since FY 23-24. (d) Twelve (12) Vacant Police Officer position defunded since FY 23-24. (e) 3-year Eight (8) Police Officer 2020 COPS grant positions with additional 1 year expires 06/30/25. (f) Funded by ARPA expires 09/30/25
Staffing subtotals by type:

Sworn 137.00 137.00 - 137.00
Unsworn 64.00 64.00 - 64.00
Total 201.00 201.00 - 201.00
FY 23-24 FY 24-25
Appendix: Personnel Summary
Public Works Department
Proposed
Group Amended Adopted Changes Amended
GENERAL FUND:

ADMINISTRATION
Public Works Director EXEC 1.00 1.00 - 1.00 Administrative Manager CAMP 1.00 1.00 - 1.00 Real Property & Lease Manager CAMP 1.00 1.00 - 1.00 Environmental Services Manager CAMP 1.00 1.00 - 1.00 Transportation Superintendent CAMP 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Administrative Analyst II CAMP 1.00 1.00 - 1.00 Senior Accountant IBEW 1.00 1.00 - 1.00 Total Administration 9.00 9.00 - 9.00

ENGINEERING
Assistant PW Director - City Engineer EXEC 1.00 1.00 - 1.00 Administrative Analyst II CAMP 1.00 1.00 - 1.00 Senior Civil Engineer IBEW 2.00 2.00 - 2.00 Assistant Eng/Associate Civil Engineer IBEW 7.00 7.00 - 7.00 Traffic Engineer IBEW 1.00 1.00 - 1.00 Senior Engineering Technician IBEW 1.00 1.00 - 1.00 Secretary IBEW 1.00 1.00 - 1.00 Engineering Technician II IBEW 5.00 5.00 - 5.00 Landscape Inspector IBEW 1.00 1.00 - 1.00 Total Engineering 20.00 20.00 - 20.00

MAINTENANCE ADMINISTRATION
Assistant PW Director - Maintenance EXEC 1.00 1.00 - 1.00 Assistant Maintenance Superintendent CAMP 1.00 1.00 - 1.00 Building Supervisor IBEW 1.00 1.00 - 1.00 Public Works Supervisor IBEW 3.00 3.00 - 3.00 Senior Public Works Maintenance Worker IBEW 5.00 5.00 - 5.00 Maintenance Worker I/II IBEW 18.00 18.00 - 18.00 Senior Building Maintenance Worker IBEW 1.00 1.00 - 1.00 Building Maintenance Worker II IBEW 3.00 3.00 - 3.00 Heavy Equipment Operator IBEW 2.00 2.00 - 2.00 Electrician IBEW 2.00 2.00 - 2.00 Traffic & Lighting Tech II IBEW 2.00 2.00 - 2.00 Secretary IBEW 1.00 1.00 - 1.00 Accounting Clerk II IBEW 2.00 2.00 - 2.00 Asset Manager CAMP 0.50 0.50 - 0.50 Customer Service Representative IBEW 1.00 1.00 - 1.00 Total Maintenance 43.50 43.50 - 43.50

RECYCLING PROGRAM
Administrative Analyst II CAMP 1.00 1.00 - 1.00 Total Recycling Program 1.00 1.00 - 1.00 Total Public Works (General Fund) 73.50 73.50 - 73.50 FY 24-25FY 23-24
Appendix: Personnel Summary
Public Works Department
Proposed
Group Amended Adopted Changes Amended
FY 24-25FY 23-24
OTHER FUNDS:

MARE ISLAND COMMUNITY
FACILITIES DISTRICT Fund 112
Maintenance Worker I/II IBEW 2.00 2.00 - 2.00 Total Mare Island 2.00 2.00 - 2.00 LANDSCAPE MAINT DISTRICTS Fund 161
Landscape Maintenance Manager CAMP 1.00 1.00 - 1.00 Sr. Landscape Inspector IBEW 1.00 1.00 - 1.00 Landscape Inspector IBEW 2.00 2.00 - 2.00 Accounting Clerk II IBEW 1.00 1.00 - 1.00 Total Landscape Maint. Districts 5.00 5.00 - 5.00 CORPORATION SHOP Fund 501
Fleet Manager CAMP 1.00 1.00 - 1.00 Senior Equipment Mechanic IBEW 1.00 1.00 - 1.00 Equipment Mechanic II IBEW 5.00 5.00 - 5.00 Parts Specialist IBEW 1.00 1.00 - 1.00 Accounting Clerk II IBEW 1.00 1.00 - 1.00 Total Corporation Shop Fund 9.00 9.00 - 9.00 TOTAL DEPARTMENT 89.50 89.50 - 89.50 Appendix: Personnel Summary
Housing Department
Proposed
Group Amended Adopted Changes Amended
OTHER FUNDS:

HOUSING/SECTION 8 Fund 121
Housing Director EXEC 1.00 1.00 - 1.00 Housing Specialist Supervisor IBEW 1.00 1.00 - 1.00 Housing Specialist I / II IBEW 7.00 7.00 - 7.00 Sr. Housing Specialist IBEW 1.00 1.00 - 1.00 Administrative Manager CAMP 1.00 1.00 - 1.00 Administrative Analyst II CAMP 2.00 2.00 - 2.00 Secretary IBEW 1.00 1.00 - 1.00 Admin Clerk II IBEW 2.00 2.00 - 2.00 TOTAL DEPARTMENT 16.00 16.00 - 16.00 FY 24-25FY 23-24
Appendix: Personnel Summary
Water Department
Proposed
Group Amended Adopted Changes Amended
WATER FUND:

WATER ADMIN & ENGINEERING
Water Utilities Director EXEC 1.00 1.00 - 1.00 Water Operations Manager EXEC 3.00 3.00 - 3.00 Water Engineering Manager CAMP 1.00 1.00 - 1.00 Water Resource Manager CAMP 1.00 1.00 - 1.00 Administrative Manager CAMP 1.00 1.00 - 1.00 IT Project Manager CAMP 1.00 1.00 - 1.00 Information System Manager CAMP 1.00 1.00 - 1.00 Executive Secretary-C CAMP 1.00 1.00 - 1.00 Administrative Analyst II CAMP 6.00 7.00 - 7.00 Sr. Civil Engineer IBEW 3.00 3.00 - 3.00 Assistant Eng/Associate Civil Engineer IBEW 6.00 6.00 - 6.00 Geographic Info Systems Specialist I/II/III IBEW 1.00 1.00 - 1.00 Secretary IBEW 1.00 1.00 - 1.00 Sr. Engineering Technician IBEW 2.00 2.00 - 2.00 Engineering Technician II IBEW 3.00 3.00 - 3.00 Accounting Clerk II IBEW 1.00 1.00 1.00 2.00 Admin Clerk II IBEW 1.00 1.00 (1.00) -

34.00 35.00 - 35.00

WATER QUALITY
Water Quality Manager CAMP 1.00 1.00 - 1.00 Laboratory Supervisor CAMP 1.00 1.00 - 1.00 Water Quality Analyst IBEW 2.00 2.00 - 2.00 Laboratory Analyst II IBEW 1.00 1.00 - 1.00

5.00 5.00 - 5.00

SOURCE OPERATIONS
Reservoir Keeper II IBEW 2.00 2.00 - 2.00

2.00 2.00 - 2.00

PUMPING & TREATMENT MAINTENANCE
Water Facilities Superintendent CAMP 1.00 1.00 - 1.00 Plant Maintenance Supervisor CAMP 2.00 2.00 - 2.00 Facilities Maintenance Supervisor CAMP 1.00 1.00 - 1.00 Utility Mechanic II IBEW 5.00 5.00 - 5.00 Sr. Instrument Technician IBEW 1.00 1.00 - 1.00 Senior Utility Mechanic IBEW 1.00 1.00 - 1.00 Instrument Technician I/II IBEW 3.00 3.00 - 3.00 Water Maintenance Worker I/II IBEW 4.00 4.00 - 4.00

18.00 18.00 - 18.00

TREATMENT OPERATIONS
Water Treatment Superintendent CAMP 1.00 1.00 - 1.00 WTP Supervisor IBEW 3.00 3.00 - 3.00 WTPO Trainee II IBEW 1.00 1.00 - 1.00 WTP Operator IBEW 12.00 12.00 1.00 13.00 Senior WTPO IBEW 7.00 7.00 - 7.00

24.00 24.00 1.00 25.00
FY 24-25FY 23-24
Appendix: Personnel Summary
Water Department
Proposed
Group Amended Adopted Changes Amended
FY 24-25FY 23-24
WATER FUND (continued):

DISTRIBUTION MAINT
Water Distribution Superintendent CAMP 1.00 1.00 - 1.00 Utility Supervisor IBEW 4.00 4.00 4.00 Sr. Water Distribution Technician IBEW 5.00 5.00 - 5.00 Water Distribution Technician IBEW 14.00 14.00 - 14.00 Heavy Equipment Operator IBEW 3.00 3.00 - 3.00 Water Maintenance Worker I/II IBEW 5.00 5.00 - 5.00 Senior Meter Mechanic IBEW 1.00 1.00 - 1.00 Meter Mechanic IBEW 2.00 2.00 - 2.00

35.00 35.00 - 35.00

WAREHOUSE
Warehouse Supervisor IBEW 1.00 1.00 - 1.00 Warehouse Specialist IBEW 1.00 1.00 - 1.00

2.00 2.00 - 2.00
TOTAL DEPARTMENT 120.00 121.00 1.00 122.00 ACTION ITEM 9.D.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

RECOMMENDATION
Discuss options for the City Council 2025 goal setting process and provide direction to staff.

REASONS FOR RECOMMENDATION
City staff needs direction from Council on how to organize the 2025 goal setting process.

BACKGROUND AND DISCUSSION
It is a best practice for governing boards to regularly review and update their organizations’ goals. The Vallejo Municipal Code (Section 2.02.160) contains the following direction regarding annual goal setting:

The council shall at a regular meeting, or special meeting called for that purpose, and as soon as feasible after its annual reorganization meeting each year, determine its goals and the relative priority of such goals to which city staff and resources are to be committed for their accomplishment. The council may conduct such additional meetings on its goals throughout the year as deemed necessary or advisable.

A traditional outcome of a governing board’s regular goal setting process is a list of top organizational goals, as well as a list of specific strategies/tasks needed to achieve the goals. The top organizational goals are used to guide the board’s and staff’s work for the planning period, and the specific strategies/tasks are incorporated into the board’s and staff’s work plans.

Many governing boards also identify a mission, vision, and values for their organizations as part of goal setting.

Over the past few years, the Vallejo City Council has had annual goal setting meetings in either February, March, or April. They were one-day processes that were held offsite, at Cal Maritime or the Filipino Community Center, and facilitated by a consultant. (The March 18, 2024 event was focused on Council and senior staff team building rather than goal setting.) They have included Council training and team building, goal setting, and more detailed work planning. In some past years, goal setting and work planning were two-day processes.

In order for staff to arrange the annual goal setting event for 2025, City staff need direction on the following elements:
• Location;
• Number of sessions, date(s), and time(s);
• Facilitator;
• Whether or not to address mission, vision, and values (in addition to goals); • Whether to incorporate Council training and team building;

Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL 2025 GOAL SETTING PROCESS

Page 2 ends

• Whether to identify specific strategies/projects related to goals and how to address City Council referrals that are special projects and staff-identified special projects to improve organizational effectiveness;
• Whether to identify specific performance measures related to goals and strategies/projects; • What materials staff should prepare in advance; and
• How to incorporate public input.

To support past Council goal setting sessions, City staff prepared varying materials. Attached find the Council meeting agenda packet for the April 11, 2022 goal setting meeting (Attachment 1); Council meeting agenda packet for the April 14, 2023 goal setting meeting (Attachment 2); Council meeting agenda packet for the March 18, 2024 Council and senior staff team building meeting (Attachment 3); and the presentation materials for the March 18, 2024 Council and senior staff team building meeting (Attachment 4). Various documents have also been created as outcomes of goal setting sessions. As examples, attached find the Multi-Year Goal Update and Strategic Work Plan resulting from April 2022 goal setting (Attachment 5) and the 2023-2024 Multi-Year Goals & Strategy - At-a-Glance (Attachment 6).

FISCAL IMPACT
The fiscal impact of this matter is dependent upon Council direction and can be accommodated within the resources already appropriated in the fiscal year (FY) 2024-25 budget.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. 04.11.22 Special Council Goal Setting Agenda Packet

2. 04.14.23 Special Council Goal Setting Agenda Packet

3. 03.18.24 Teams Building Workshop Agenda

4. Presentation materials for March 18, 2024 Council.Senior Staff Team Building

5. Multi-year_goal_overview_and_strategic_workplan from April 2022

6. Final 23_24 goals_at_a_glance

CONTACT
Andrew Murray, City Manager (707) 648-4576
[email protected]

Parking: The public is allowed to use any lot, however Cal Maritime suggests Lots “L” and “M” https://www.csum.edu/about/media/campus-map.pdf in front of the PEAC building. There are pay machines directly in the lots. Click here for daily rates and parking rules and regulations.

Hybrid Options are available for members of the public to participate. To participate remotely:
https://ZoomRegular.CityofVallejo.net
Option to join by phone:

Dial (669) 900-6833
Enter Meeting ID: 914 0075 0676#
Press *9 to digitally raise your hand from the phone
For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833.

For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment
VIEW THE MEETING:

There are four different ways you can view this public meeting:
 In-person
 Watch Vallejo local channel 28 and 29
 Stream from the City website: www.cityofvallejo.net/Streaming  Join the Zoom webinar: https://ZoomRegular.Cityofvallejo.net

This AGENDA contains a brief general description of each item to be considered. The posting of the recommended actions does not indicate what action may be taken. If comments come to the City Council without prior notice and are not listed on the AGENDA, no specific answers or response should be expected at this meeting per State law.

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

CAL MARITIME
MARKETPLACE –
COMPASS ROOM (3rd Floor)
200 Maritime Academy Drive, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 11, 2022

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Rozzana Verder-
Aliga, EdD
Tina Arriola
Hakeem Brown
Pippin Dew
Mina Loera-Diaz
Katy Miessner

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the City Council will be a vailable for public inspection at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made ava ilable to the City Council. Such documents may also be available on the City of Vallejo website s ubject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before or during consideration of that item. No other items may be discussed at this special meeting.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING
NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420. In person speakers will be recognized first.

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. SECOND PUBLIC COMMENT REGARDING COUNCIL GOAL SETTING NOTICE: Members of the public wishing to address the Council on Goal Setting may do so in person by submitting a completed speakers card to the City Clerk or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420. In person speakers will be recognized first.

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

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Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Vallejo City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 5:00 p.m., Monday, April 4, 2022.

Dated: Monday, April 4, 2022

Dawn G. Abrahamson, City Clerk

1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191 AGENDA
City of Vallejo
Council Goal Setting
Cal Maritime
April 11, 2022
8:30 am to 4:00 pm
Workshop Objectives:
• Review and discuss governance roles, norms and strengthen teamwork. • Discuss best practices and develop Council meeting management protocols. • Establish Council priorities for 2022 and multiyear goals.

City Council

City Staff
Mayor Robert McConnell
Vice Mayor Rozzana Verder-Aliga
Cristina Arriola
Hakeem Brown
Pippin Dew
Mina Diaz
Katy Miessner
Mike Malone, Interim City Manager
Veronica Nebb, City Attorney
Terrence Davis, Interim Assistant City
Manager
Gillian Hayes, Interim Assistant City Manager

Facilitators: Christine Butterfield, Senior Manager and John Bramble, Special Advisor

1. Welcome
• Welcome and call to order – Mayor

2. Review Workshop Agenda and Ground Rules

3. Review and Discuss Behaviors of High-Performance Teams

4. Review and Discuss Characteristics of Effective Governing Bodies • Review ILG article (see attachment)

Break for Lunch

5. Interim City Manager Comments

6. Celebrate Recent Accomplishments

Page 2 ends

7. Review Key Upcoming/Ongoing City Projects

8. Discuss and Establish Council’s 2022 Priorities

9. Discuss and Establish Council’s Multiyear Priorities

10. Public Comment

11. Wrap Up and Next Steps
• Staff will take the priorities and prepare an action plan and return it to the Council

Adjourn at about 4:00 pm
1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.

1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city

The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.

KEY CHARACTERISTICS

 Successfully transition from candidate
to a member of the council.
 Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
 Develop, communicate and support
policy goals and council decisions.
 Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.

BEST PRACTICE TIPS

Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.

In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.

Attributes of Exceptional Councils
Attributes of Exceptional Councils

2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.

Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.

Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.

The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.

Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.

KEY CHARACTERISTICS

 Understand the role of local
government and their responsibilities.
 Know their role- to set vision and policy,
avoid micromanagement.
 Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.

BEST PRACTICE TIPS

Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.

Attributes of Exceptional Councils

3 3. Exceptional councils honor the
relationship with staff and each other

Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.

KEY CHARACTERISTICS

 Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).

They are able to leave it at the dais;
debates are about policy, not
personality.
 Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
 Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.

BEST PRACTICE TIPS

Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.

4. Exceptional councils routinely conduct
effective meetings

Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.

They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.

Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,

KEY CHARACTERISTICS

 Councilmembers are respectful of each
other, the public and everyone’s time.
 Councilmembers use engaging body
language as a way to demonstrate
respect.
 Issues are not personalized, thoughtful
dialogue is the objective.
 Agenda packets are read,
councilmembers come prepared and
have an open mind
 Respect is demonstrated for varied
opinions.
 Everyone strives to be civil and act with
decorum.

Attributes of Exceptional Councils

4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.

BEST PRACTICE TIPS

Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .

5. Exceptional councils hold themselves
and the city accountable

Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.

Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.

KEY CHARACTERISTICS

 Councilmembers operate ethically and
with integrity.
 Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
 Councils taking responsibility for the
results (good and bad).
 Councils celebrate success.
 Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.

BEST PRACTICE TIPS

Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.

Attributes of Exceptional Councils

5 6. Exceptional councils have members
who practice continuous personal
learning and development

Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.

Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.

KEY CHARACTERISTICS

 Stay informed on key issues
 Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
 Learning to listen is sometimes more
important than learning to give a
speech.

BEST PRACTICE TIPS

Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.

Hybrid Options are available for members of the public to participate. To participate remotely:
https://ZoomRegular.CityofVallejo.net
Option to join by phone:

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833.

For additional instructions on how to speak during public comment, please visit, www.cityofvallejo.net/publiccomment
VIEW THE MEETING:

There are four different ways you can view this public meeting:
• In-person
• Watch Vallejo local channel 28 and 29
• Stream from the City website: www.cityofvallejo.net/Streaming • Join the Zoom webinar: https://ZoomRegular.Cityofvallejo.net

This AGENDA contains a brief general descr iption of each item to be considered. The posting of the recommended actions does not indicate what action may be taken. If comments come to the City Council without prior notice and are not listed on the AGENDA, no specific answers or response should be expected at this meeting per State law.

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
8:30 A.M. – 4:00 P.M.

CAL MARITIME
DINING CENTER–
COMPASS ROOM (3rd Floor)
200 Maritime Academy Drive, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON OR

REMOTELY VIA ZOOM

APRIL 14, 2023

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Rozzana Verder-
Aliga, EdD
Tina Arriola
Peter Bregenzer
Mina Loera-Diaz
Diosdado “J.R.” Matulac
Charles Palmares

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the Ci ty Council will be available for public inspection at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the City of Vallejo website s ubject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

4. AGENDA REVIEW

5. COUNCIL GOAL SETTING DISCUSSION

6. WRAP UP

7. ADJOURNMENT @ 4:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Monday, April 4, 2022

Robert H. McConnell, Mayor

Dated: Thursday, April 6, 2023

Dawn G. Abrahamson, City Clerk

CITY COUNCIL GOALS
2022 | 2023

VALLEJO

MIKE MALONE
City Manager

VERONICA NEBB
City Attorney

GILLIAN HAYES
Assistant City Manager

TERRANCE DAVIS
Assistant City Manager

DAWN ABRAHAMSON
City Clerk

REKHA NAYAR
Finance Director

RACHEL FERGUSON
Human Resources Director

JASON TA
Interim Police Chief

KYLE LONG
Fire Chief

NAVEED ASHRAF
Chief Innovation Officer

MELISSA TIGBAO
Public Works Director

BETH SCHOENBERGER
Water Director

CHRISTINA RATCLIFFE
Planning & Development
Services Director

ROBERT MCCONNELL
Mayor

ROZZANA VERDER-ALIGA
Vice Mayor, Distrcit 1

PIPPIN DEW
Council Member | At-Large District 1

MINA LOERA-DIAZ
Council Member | District 3

KATY MIESSNER
Council Member | At-LargeDistrict 4

HAKEEM BROWN
Council Member | At-Large District 5

CRISTINA ARRIOLA
Council Member | District 6
SEATED JANUARY 2023
DIOSDADO " JR" MATULAC
Council Member | District 2

CHARLES PALMARES
Council Member | District 4

PETER BREGENZER
Council Member | District 5
3 2022 | 2023
Table of
Contents
City Council Priority [Goal] Setting 4
Vallejo By The Numbers 5
Multi-Year Goals 7
Single-Year Goals 15
Accomplishments 22
4 CITY COUNCIL GOALS
City Council Priority [Goal] Setting
The establishment of City Council goals is critical
for the organization and community to determine
priorities, focus and vision for the community’s
future.

Vallejo City Council Goal Setting is a special
meeting held annually, which provides an
opportunity for the City Council to set a vision
for the City, adopt goals to reflect that vision,
and guide decision-making at all levels of City
government.

The goal-setting process builds Council consensus
on policies and projects that impact City residents,
businesses and the community as a whole. The
City Manager uses the City Council’s goals to set
priorities, direct work activities, and allocate
staffing and financial resources.

City Council Goal Setting took place on April 11, 2022 at California State University Maritime Academy (CalMaritime). The event was facilitated by Christine Butterfield & John Bramble of Management Partners, a local government consulting firm (now part of Baker Tilly).

The upcoming 2022-2023 City Council Goal Setting event will be April 14, 2023, once again hosted at CalMaritime.
5 2022 | 2023
The City of Vallejo is located in Northern Califor-
nia, 30 miles northeast of San Francisco, 60 miles
southwest of Sacramento, 70 miles north of Silicon
Valley, and 385 miles north of Los Angeles.

Vallejo is the largest city in Solano County and the
tenth most populous city in the San Francisco Bay
Area, with approximately 122,000 residents.

We are home to the first naval base on the West
Coast, Mare Island, and several well-acclaimed
higher-education campuses, Touro University, a
private non-profit health professions graduate
school; the California State University Maritime
Academy, the only maritime academy on the West
Coast; and the Vallejo Center campus of Solano
County Community College.

Vallejo is also emerging as a commuter hub, as it is
home to the busiest Ferry terminal in the Bay Area,
with more than 1.2 million riders a year.

The direct high-speed ferry connects Vallejo to
downtown San Francisco and SF BART stations
that connect riders to various cities in the greater
Bay Area. As one of the last affordable cities in the
Bay Area to invest in a home or business, Vallejo
is a prime location for families and businesses to
thrive.

Vallejo By the
Numbers

DIVERSITY

TOP BUSINESS SECTORS
• Manufacturing/Trade
• Tourism
• Education
• Healthcare

MAJOR EMPLOYERS
• Kaiser Permanente
• Six Flags theme park
• Sutter Health
• Touro University
• Factory OS
• Alstom

WALKABILITY SCORE
46 - Vallejo is currently a vehicle-dependent city
Data source: US Census Bureau 2020 quick facts
V allejo is home
to one of the last
undeveloped
waterfronts in
California.
6 CITY COUNCIL GOALS
''
''
7 2022 | 2023
Multi-Y ear
Goals
Economic Development Strategies
Affordable Housing
Police Reform
Youth Programming
8 CITY COUNCIL GOALS
Economic Development

ROADS AND INFRASTRUCTURE
• Ballot Measure Tax initiative (Measure P) passed and will provide funding toward this goal.
• Federal ARPA funding was awarded for infrastructure
improvements.
• Staff to return to Council with a spending strategy.
• Staff to pursue pavement manager through public private partnership (P3), with anticipated construction starting in 2024.

WHAT DOES SUCCESS LOOK LIKE?
Funding for improvements & maintenance secured. Improvements made to maintain and improve the Pavement Condition rating in the City.

ECONOMIC STRATEGIC PLAN
• A consultant was selected to begin the plan and has gathered Council member and staff input.
• The consultant is holding community meetings to solicit input on Economic Development strategies and ideas for how the Vallejo community wants to see it grow (Q1 of 2023).
• The consultant will begin the drafting stage of the plan once all input is gathered. Draft Plan is expected in Q4 of 2023 for public review and input prior to Council consideration.

This 5-year road map will help us build the Vallejo that the Community wants to see over the next 5-10 years.

WHAT DOES SUCCESS LOOK LIKE?
Adoption of a clear, effective and market-tested plan that includes significant community input.

Economic development is a critical
function that drives economic growth,
creating new job opportunities and
fostering an improved quality of life for
a community.
9 2022 | 2023
10 CITY COUNCIL GOALS

SPECIFIC PLANS
Staff is working on multiple specific
plans to encourage relevant
development in strategic economic
development centers. Specific plans
will establish a vision and policies
for each of the areas and will work
on various community outreach,
disposition of public land, and
technical elements of each Specific
Plan to ensure the final outcome
is achievable and reflective of the
community vision and market
dynamics.

MARE ISLAND SPECIFIC PLAN
• The Mare Island Specific Plan
outreach and input meetings
began in 2022.
• Three town hall meetings
were completed with more
opportunities for public
comment going forward.
• The Draft Specific Plan to be
submitted Q2 2023.

WATERFRONT AND DOWNTOWN

SPECIFIC PLANS
• Funding identified December
2022.
• Council allocated American
Rescue Plan Act funding.
• RFP for consulting to be issued
Q2 2023.

WHAT DOES SUCCESS LOOK LIKE?
Adoption of specific plans with robust
community engagement for Mare
Island, the Waterfront & Downtown,
that create clear paths forward for
focusing development efforts within
these key opportunity areas.

SOLANO 360
• Coordinating with the County on
opportunities for development in
this area. Solano 360 is currently
on hold for Solano County to
engage in negotiations with the
developer.
• The City expects the County will
have Entitlements submitted to
the City by December 2023.

WHAT DOES SUCCESS LOOK LIKE?
Coordination with Solano County to
bring an acceptable project forward.

Developer timelines for the area. Safe,
vibrant multi-use development that
provides revenue for the City going
forward.

CONNELLY CORRIDOR
• Phase 1 of the North Mare Island
DDA requires Connelly Corridor
to be built within 60 months of
closing.
• The first phase of Connelly
Corridor is expected to be
submitted by the developer in Q3
of 2023.

Overall, the project is a 3-acre major
mixed-use commercial development
to include: 45,000 sq.ft. of retail; 29,000
sq.ft. of office space; 194,000 sq.ft.
of open space; 373 multifamily and
townhome units; an up to 200-room
hotel.

WHAT DOES SUCCESS LOOK LIKE?
Development of the area with a
positive mix of above business
locations and amenities to provide
for an exciting, vibrant location for
residents, businesses and visitors alike.

11 2022 | 2023
Affordable Housing
According to the federal
government, housing is
“affordable” if it costs no more
than 30% of the monthly
household income for housing
costs (HOA dues, rent, utilities,
etc.) Most affordable housing
developments are built for
families and individuals with
incomes of 80% or less than of
the Area Median Income (AMI).

Much like every city in the Bay
Area, Vallejo is lacking affordable
housing inventory.

To address this issue, the City of
Vallejo is actively pursuing the
following projects:

INCLUSIONARY HOUSING

ORDINANCE
Inclusionary Housing (or zoning)
are policies that require a share
of new housing development
to be affordable to low- or
moderate- income households.
• The Request for Proposals
In California, 36% of homeowners and 48% of renters spend more than one third of their household income on housing. For the 32% of working renters who spend over half their income on housing, they’re forced every day to choose between other necessities such as food, clothing, transportation, and medical care.

In order to afford the fair market rent for a two-bedroom apartment (an average of $1,354 per month) – without paying more than 30% of income on housing – a household must earn $4,514 monthly or $54,168 annually. That’s the equivalent of 3.3 minimum wage jobs! Source: California Housing Consortium
12 CITY COUNCIL GOALS
for the Consultant to do the fee analysis will be
completed in Q1 2023.
• Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.

WHAT DOES SUCCESS LOOK LIKE?
The Request for Proposals for the Consultant to do
the fee analysis will be completed in Q1 2023.

Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.

HOUSING ELEMENT UPDATE
The Request for Proposals for the Consultant to do
the fee analysis will be completed in Q1 2023.

Next steps will be drafting the Ordinance with
applicable market information and soliciting
public input on the draft Ordinance.
• The Housing Element Administrative Draft Plan
was provided to the City for review in February
2023.
• The public Draft Plan is expected to be
released in March with public workshops, a
hearing at the Planning Commission level, and
City Council consideration expected in May of
2023.

This important plan will guide residential
development in the City through land use zoning.

WHAT DOES SUCCESS LOOK LIKE?
The Housing Element is adopted and certified
by the California Housing and Community
Development Department.

INCREASE HOUSING VOUCHER UTILIZATION RATE
The City of Vallejo’s Housing & Community
Development Division operates the Housing
Choice Voucher program, which provides a rental
subsidy to low-income families, individuals,
the elderly, and the disabled. The Housing
Choice Voucher Program is a federally funded
government program. Families are issued
vouchers to find suitable housing, then vouchers
are provided to local landlords on behalf of
participants. *
• The waitlist of individuals waiting to receive
vouchers was exhausted Q4 2022, with the last
pull in December.
• The waitlist is expected to be open to new
applicants by Q2 2023.
• An RFP is going out Q1 2023 to solicit
responses from developers/developments.

WHAT DOES SUCCESS LOOK LIKE?
Increased utilization rate for vouchers. Backlog
of individuals and families waiting for eligibility is
processed/exhausted and the waitlist is reopened.

Successfully awarding Project Based Vouchers
(PBVs) to developments.
*Source: HUD
Average number of Section-8
Vouchers utilized (2022): 1474
13 2022 | 2023
Police Reform
Police reform aims to transform
the values, culture, policies and
practices of police organizations so
that police can perform their duties
with respect for democratic values,
human rights and the rule of law.

The City and its police department
are advancing their efforts in
achieving police reform with the
following projects:

OIR GROUP RECOMMENDATIONS
• A four-member team, headed
by a Police Captain, was
created to craft and implement
the the 45 actions to address
compliance measures
outlined in the OIR report and
Department of Justice (DOJ)
recommendations.
• The task force has made
significant strides on this
important work and expects
to complete this task by the
DOJ recommended completion
date.

WHAT DOES SUCCESS LOOK LIKE?
• Completing all 45 compliance
measures from the DOJ.
• Reductions in use of
force incidents; reduced
litigation costs; increased
positive interactions and a
strengthening relationship with
the community.

COMMUNITY POLICE OVERSIGHT

AND ACCOUNTABILITY

COMMISSION
• The Police Oversight and
Accountability Ordinance was
adopted in 2022.
• The City is in “Meet and Confer”
discussions with the Vallejo
Police Officer’s Association
(VPOA) regarding this item.

WHAT DOES SUCCESS LOOK LIKE?
Model Adopted. Commission
seated and operating.

SURVEILLANCE

ADVISORY BOARD
• Councilmembers appointed
representatives from their
districts. The board has been
seated, is meeting, and making
policy recommendations as
appropriate.

WHAT DOES SUCCESS LOOK LIKE?
Advisory Board seated and
operating.

NEW VALLEJO POLICE

DEPARTMENT HEADQUARTERS
• Community outreach meetings
were held; results were
presented to City Council
for review; City Council has
provided feedback to City staff
as to a Council approved site.

WHAT DOES SUCCESS LOOK LIKE?
New PD headquarters is financed.

Building location decided.

Construction set to begin.
14 CITY COUNCIL GOALS
Y outh Programming
As a response to the lack
of youth opportunities
and connections to
opportunities for youth
in the City of Vallejo,
Council’s long-time
goal of hiring a youth
coordinator came to
fruition at the end of Q4
(November 2022). The City's Youth Coordinator has
actively begun working on youth programming
for the City and is addressing gaps in youth
opportunities and services in the City.

Some of the first stages of youth initiatives are as
follows:

DEVELOPMENT OF A YOUTH INITIATIVES PLAN
• Ongoing meetings with identified stakeholders
such as VCUSD board/staff (2 x 2 Meetings and
more), GVRD ( for Vallejo Weekly postings and
more), local schools/colleges, county resources,
local non-profits, community stakeholders, etc.
• Staff held stakeholder meetings and identified
emerging themes including: Youth Safety;
Mental Health; Literacy and Educational
Achievement; availability of Sports/Sports
Center(s); Mentorships, Internships & Career
Pathways for local youth.
• RFP for city-wide Youth Needs Assessment and
Strategic Planning Services is currently under
review by staff, with an expected release date
in Q1 2023 to solicit a
consultant to provide
support.
• Ongoing
identification of current
programming, and
programming available
outside of Vallejo. Once
staff have data from our
needs assessment, they will create a strategic
plan for youth needs and services and can
align future programming to the plan going
forward.

WHAT DOES SUCCESS LOOK LIKE?
Comprehensive engagement of youth in the
community.

EARLY LEARNING CENTER
• Council approved allocating $160,000 from
General Fund (Youth Funding) and $450,000
from incoming ARPA dollars to First 5 Solano
to help with updating and opening the Early
Learning Center in Vallejo.
• While there have been some delays to the
project due to supply-chain issues, the project
is still moving forward.

WHAT DOES SUCCESS LOOK LIKE?
The Early Learning Center successfully opens and
provides support to Vallejo residents.

15 2022 | 2023
Single-Y ear
Goals
Economic Development Strategies

SEKA HILLS

AGREEMENT

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Develop & negotiate lease
agreements
• Entitlements
• Construction
PROGRESS TOWARD GOAL :
• Lease negotiated
and executed for
redevelopment of the
old dentist office and the
Waterfront History Park.
• Entitlements phase
expected 2024.

NEXT STEPS:
• Discretionary land use
entitlements
• Public Input
• Construction

WHAT DOES SUCCESS LOOK
LIKE?
Project area built out –
including the Waterfront
History Park area.

The Proposed two-story building, will feature
a high-end restaurant, along with wine and
olive oil tastings, on the city’s waterfront.
16 CITY COUNCIL GOALS
Seka Hills
Photo: Tammy Liu
17 2022 | 2023
Blue Rock Springs

BLUE ROCK AGREEMENT

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Identify and partner with purchaser
• Develop & negotiate agreements
• Work with developer on their vision
for the property moving forward
PROGRESS TOWARD GOAL:
• Negotiations with Syar and
a Settlement Agreement was
completed to facilitate transfer
of the Golf Course for future
development.
• Ownership transfer completed
December 2022 - Blue Rock Golf
Course was sold to Lewis Homes
for a redevelopment of residential
and retail components as well as an
updated public golf course and club
house.

NEXT STEPS:
• Develop agreements
• Discretionary land use entitlements
• Public Input
• Construction
WHAT DOES SUCCESS LOOK LIKE?
Project area built out, providing
new housing opportunities and
improvements to the remaining Golf
Course property area.
18 CITY COUNCIL GOALS
Northern Waterfront DDA

WATERFRONT

DEVELOPMENT

AGREEMENTS

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Identify and partner with
purchaser
• Work with developer(s) on their
vision for the property moving
forward
PROGRESS TOWARD GOAL :
• Northern Waterfront DA expired
December 2022.
• Central Waterfront area’s Seka
Hills lease signed December
2023.
• Southern Waterfront area
remediation and restoration by
PG&E expected to be completed
2023-2024.

NEXT STEPS:
• Request for Proposals for the
updated Waterfront Specific
Plan
• Public Input
• Development & Construction
WHAT DOES SUCCESS LOOK LIKE?
Agreements in place for the project
area. Ultimately, the build out of
the zones along the Waterfront to
provide residential, business and
open space improvements.
19 2022 | 2023
Broadband

CITYWIDE BROADBAND PROJECT
Municipal broadband helps generate competition within the market and benefit a range of individuals, businesses, and organizations. The City of Vallejo is expanding broadband infrastructure and access in the community. The overall project goal is to extend fiber to the schools, anchor
businesses, lateral buildouts for businesses, and bring fiber to new developments coming to the City.

Additionally, staff are looking at ways to provide WIFI access in public gathering places like the waterfront, city parks, and the downtown. Building our broadband infrastructure will also allow the City to provide low- or no-cost WIFI access to our underserved communities.

IDENTIFIED IMPLEMENTATION ACTIONS:
• Develop and issue RFP; seek input & select a vendor
• Develop ‘Dig Once’ ordinance
• Advertise program
PROGRESS TOWARD GOAL:
• The Broadband Digital & Equity Strategy was adopted by the City Council in May 2022.
• RFP Process to select a new ISP vendor was completed
in August 2022 with a contract in place with Smart Fiber Network to manage the fiber plant and ISP contract.
• City staff applied and is applying for several grant
opportunities to support this project moving forward.
• ARPA dollars for this project are expected to be spent on improvements by Q1 2023.

NEXT STEPS:
• Continue pursuit of further grant opportunities
• Design and build contracts
• Construction
WHAT DOES SUCCESS LOOK LIKE?
City expansion of municipal broadband network, and an
increase in customers served. Reaching and supplying
service to underserved areas.
20 CITY COUNCIL GOALS

BUILDING CODE COMPLIANCE

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Relocate Code Enforcement
• Hire & train additional staff
• Inventory code violations
• Outreach/educate the public
PROGRESS TOWARDS GOAL:
• Code Enforcement (CE) Division
has moved into City Hall and
is now consolidated under the
Planning and Development
Services Department.
• Staff recruiting for: CE Manager;
Accounting Clerk; Secretary;
and three CE Officers.
• Training in February/March for:

Assessment of Code; Processes;
Updates, etc.
• City Attorney’s Office;
Police Department; Public
Works; Code Enforcement;
& Unhoused Coordinator
working collaboratively on
a pilot program to separate
the City into 12 Zones, and
blanket/focus cleanups
and enforcement efforts
geographically to maximize
results for staff effort and show
positive improvements.

WHAT DOES SUCCESS LOOK LIKE?
Code Enforcement Division
staffed and up to speed. Increased
revenue generation; fewer
complaints; cleaner streets; civic
pride.

SURPLUS LANDS PROPERTY

IDENTIFIED IMPLEMENTATION
ACTIONS:
• Create list of potential
surplus land development
sites
• Develop & issue RFPs
• Select developers
• Work toward agreements &
construction
PROGRESS TOWARD GOAL:
• Adopted 3 sites no longer
needed for City use onto the
Surplus Land List.
• Notice of Availability for
interested parties will be
released in Quarter 2 of
2023.

WHAT DOES SUCCESS LOOK
LIKE?
Development plans for existing
underutilized and/or surplus
City properties, construction
and use of those spaces.

ECONOMIC DEVELOPMENT

GRANT DEPLOYMENT
• Micro Grants - $440,000 in
ARPA funds were awarded
as small business grants to
81 local businesses.
• Restaurant Resiliency -
$100,000 in grant funding
was awarded to 22
participating restaurants.
• Arts Commission - $90,000
distributed to 11 arts and
culture non-profits.

ADDITIONAL Single-Y ear Goals

Safe. Prosperous.

Vibrant. V allejo.
21 2022 | 2023
'' ''
22 CITY COUNCIL GOALS

BEAUTIFICATION & OUTDOOR SPACE

IMPROVEMENT
• Picked up 560 tons of illegal garbage from July
2022 through January 2023.
• Ran a successful Free Dump Day event,
collecting 76.85 tons of general refuse; 13.08
tons of metal; 4.53 tons of E-Waste; 583 tires; 63
mattresses.
• Oversaw 56 community clean-up events,
worked by local volunteers and sponsored by
local organizations.
• Received a Clean CA Grant award of $4.7M for
Lake Dalwigk Park improvements.
• Completed the design phase of the Bay Trail/
Vine Trail Gap Closure Project, and received
Caltrans approvals and Encroachment permits
to move the Bay/Vine Trail project forward.
• Were awarded $367,000 from ABAG for the
Vallejo Bluff Trail in south Vallejo.
• Began construction of the Hiddenbrooke Entry
Parkway Project.

FIRE / EMERGENCY MEDICAL SERVICES
• Responded to 11,238 calls for Fire Department
service: 560 fire calls; 7,773 Emergency Medical
Service (EMS) calls.
• Successfully completed the Fire Academy for
seven Firefighters, funded by a SAFER Grant
with zero cost-match requirement.
• Onboarded 10 new firefighters to start the Fire
Academy in April 2023 (estimated graduation
August 2023).

GOVERNMENT FINANCE
• Secured over $25M of Federal ARPA dollars
to address/support local City projects, goals,
partners, and residents.
• Processed and issued payment for 3,685
invoices totaling $39,238,212.32 since July
1, 2022, auditing each for accuracy and
adherence to the City’s Purchasing Policy.
• Processed 1,920 new customer applications
since July 1, 2022 and provided excellent and
timely customer service to the City’s 37,000+
Water Customers, fielding close to 1,000 calls
per month.
• Completed another successful annual
independent audit, with unmodified audit
opinion and clean audit report for the 11th
consecutive year.
• Received distinguished GFOA Awards:

Certificate of Achievement for Excellence in
Financial Reporting for the 9th consecutive
year; Distinguished Budget award for FY 2022-
23 for the 7th consecutive year; Outstanding
Achievement in Popular Annual Financial
Reporting (PAFR) for the 6th consecutive year.
• Received the California Society of Municipal
Finance Officers (CSMFO) Operating Budget
Excellence Award for the City’s Fiscal year 2022-
2023 Adopted budget, for our 7th consecutive
year.
2022 Accomplishments

23 2022 | 2023
2022 Accomplishments
INFRASTRUCTURE: STREETS
• Repaired over 1,200 potholes in the last 12
months.
• Paved 8 different street segments.
• Completed the Sacramento Street Bridge Project,
replacing the steel bridge with a new cast-in-
place concrete bridge.
• Made significant progress on the Sacramento
Street Road Diet Project for bike lanes, signage
and striping, pavement rehabilitation, ADA curb
ramps.

WATER INFRASTRUCTURE & SERVICE DELIVERY
• Implemented $500,000 grant award from
Solano County’s ARPA funds for water system
improvement and water supply feasibility
studies.
• Continue to dedicate water revenue bond funds
to upgrade and repair water infrastructure.
• Replaced 2,000 linear feet of the Gordon Valley
watermain.
• Completed approximately 154 main break and
service break repairs.
• Replaced the largest pump in the Vallejo drinking
water system (pumps 10,000 gallons per minute).
• Overhauled the largest high-voltage transformer
in the Vallejo drinking water system.
• Inspected, cleaned and repaired 28,000 water
meter boxes in preparation for citywide meter
replacement anticipated in 2023
• Responded to a dramatic increase in reported
drought-related water waste reports (data
gathering in process).

LEGAL + RISK MANAGEMENT ACTIVITIES
• Settled or resolved 11 litigation cases against
the City.
• Filed 6 new nuisance-related cases, settled 5
cases with costs awarded.
• Participated in 19 clean-ups and abatement of
VMC violations, and recovered delinquent taxes
and penalties owed to the City.
• Closed and/or settled 45 workers’
compensation claims.
• Received, investigated and responded to 94
new liability claims from 3rd parties, achieving
significant savings in negotiation and
settlement process. Settled 33 liability claims
for a total of $101,291.76.  Closed or rejected 67
claims with no payments made.
• Conducted 66 comprehensive field
investigations of incidents for which liability
claims were received.
• Conducted 3 Hazmat inspections at different
Water Department facilities and plants.
• Organized and held 8 Safety Committee and 6
tailgate safety meetings.
2022 Accomplishments

PUBLIC SAFETY
• Attended town hall meetings and public
outreach events to receive feedback from the
community, build public trust, and collaborate
on solutions tailored to Valljoans’ concerns.
• Conducted multiple high visibility activities to
address prostitution activities with additional
plans for the new program.
• Started reworking tow-company contracts
to better address future abandoned vehicle
issues citywide.
• Set aside ARPA funding for: addressing
garbage/illegal dumping; vandalism & graffiti.
• Increased patrols to problem areas and began
increasing foot and vehicle patrols to affected
businesses.
• Set aside $100,000 at mid-year to address
downtown area security concerns in
partnership with local business groups.
24 CITY COUNCIL GOALS
PARTNERSHIPS WITH NGO’S, NON-PROFITS &

VOLUNTEER NETWORKS
• Distributed a total of $303K of Council
Discretionary Funds to over 30 Vallejo-based
non-profit organizations.
• Launched our first non-profit capacity-building
networking event, attended by representatives
from 63 different organizations, in partnership
with Solano Community Foundation and the
Solano Economic Development Corporation.
• Collected more dedicated volunteer’s names for
the City’s volunteer list, which now includes over
945 registered volunteers (a 25% increase over
prior year).
• Made significant progress toward reinvigorating
our City’s Community Emergency Response
Team (CERT) Program.
• Reestablished of the City of Vallejo and Vallejo
City Unified School District 2x2 Committee.

POLICIES, TRANSPARENCY , & COMPLIANCE
• Processed 1,372 Public Records Act requests
and closed 1,358 of the requests submitted in
2022.
• Administered the election process for the
November 2022 General Municipal Election for
Councilmember seats in Districts 2, 4 and 5 and
Measure P .
• Completed the public outreach, drafting and
adoption of the Police Accountability and
Oversight Ordinance.
• Designed, published and implemented an
Extreme Weather Center policy.

SUPPORTED DEVELOPMENT
• Issued over 2,000 building permits (July 1 to
December 31) for local projects totaling over
$100M in project value.
• Completed over 5,600 building inspections.
• Implemented a disposition and development
agreement for Mare Island.
• Transferred 125 acres of land at North Mare
Island to the Mare Island Company.
• Hired a consultant and managed development
of the ED Strategic Plan Update.
• Sold a portion of the Blue Rock Springs golf
course to a developer to raise funding for
the golf course modernization and add new
housing supply to Vallejo.
• Completed a ground lease with Yocha Dehe
tribe for development of a tourism center and
public park at the Central Waterfront.

COMMUNITY SUPPORT & SPECIAL EVENTS
• Revised and improved the special events
permitting process.
• Collaborated on and supported 3 large scale
community events: the Mad Hatter Holiday
Festival; Waterfront Weekend; July 4th
Celebration; and multiple smaller community-
based events, holidays and festivals/celebrations.
• Established regular presence at the local Farmers
Market - tabled 11 markets in 2023
• Opened 16 Warming Centers during extreme
weather events to provide shelter for individuals
facing hardship.
2022 Accomplishments
25 2022 | 2023

TECHNOLOGY & DATA
• Launched a new Electronic Document
Management Archival System to the public
through an online portal that allows members
of the public to search and access city council
agenda packets, meeting minutes, resolutions,
and ordinances.
• Upgraded the City Council chambers with
new closed-captioning and multi-language
translation equipment, as well as a new public
comment queuing system.
• Replaced the city’s central permitting center
software.
• Launched a new, exciting HR Performance
Management tool.
• Rolled out a new Grant Management System.
• Installed the new Tone Alert system for 7 Fire
Stations.
• Made significant strides in advancing the City’s
broadband fiber network.
• Made significant progress in updating the City’s
Enterprise Resource Planning (ERP) software,
upgrading from an aged software platform/
system. Expected testing and migration to the
new software will begin Q2 2023.

WORKPLACE ENVIRONMENT , SAFETY , & STAFFING
• Successfully onboarded 28 new employees &
hired on 11 temporary employees to support
city-wide departments support since August of
2022.
• Resolved 458 HR/Helpdesk Tickets in the last 3
months with only 6% of those tickets needing
additional follow-up research.
• Improved or developed much needed training
manuals and materials, as well as online training
modules for City employees.
• Rolled out the City’s new Telecommute policy to
employees to allow some staff the opportunity to
work from home/offsite, and to stay competitive
with the evolving labor market.
• Updated the City’s “Return to Work” program
applicable to employees who sustain industrial
injuries and are off work.
• Updated and enhanced the Emergency
Evacuation Plan for City Hall.
2022 Accomplishments

CITY OF VALLEJO
555 SANTA CLARA STREET
VALLEJO, CA 94590
CITYOFVALLEJO.NET

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting in person only.

Notice of Availability of Public Records: All public records relating to an open session item, which are not exempt from dis closure pursuant to the Public Records Act, that are distributed to a majority of the City Council will be available for public inspe ction at the City Clerk’s Office, 555 Santa Clara Street, Vallejo, CA at the same time that the public records are distributed or made ava ilable to the City Council. Such documents may also be available on the City of Vallejo website subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (707) 648-4527, TDD (707) 649-3562.

TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before consideration of that item, in person only. No other items may be discussed at this special meeting.

1. CALL TO ORDER & WELCOME BY THE MAYOR

2. ROLL CALL

3. PUBLIC COMMENT REGARDING COUNCIL/SENIOR STAFF TEAM BUILDING

WORKSHOP
NOTICE: Members of the public wishing to address the Council on this workshop may do so in person by submitting a completed speaker’s card to the City Clerk Each speaker is limited to three minutes or as approved by the City Council.

4. AGENDA REVIEW

AGENDA

VALLEJO CITY COUNCIL

SPECIAL MEETING
9:00 A.M. – 3:00 P.M.

FILIPINO COMMUNITY CENTER
611 Amador Street, Vallejo

MEMBERS OF THE PUBLIC WILL BE

ABLE TO PARTICIPATE IN-PERSON
ONLY

MARCH 18, 2024

MAYOR
Robert H. McConnell

CITY COUNCIL
Vice Mayor, Mina Loera-Diaz
Tina Arriola
Peter Bregenzer
Diosdado “J.R.” Matulac
Charles Palmares
Rozzana Verder-Aliga, EdD

5. TEAM BUILDING WORKSHOP

6. WRAP UP

7. ADJOURNMENT @ 3:00 p.m.

___________________________________________________________________________________________

ADDITIONAL CITY INFORMATION
Members of the public can:

Dated: Wednesday, March 13, 2024

Robert H. McConnell, Mayor

I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivere d to each of the members of the Vallejo City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 2:45 p.m., Wednesday, March 13, 2024.

Dated: Wednesday, March 13, 2024

Dawn G. Abrahamson, City Clerk

445 S. Figueroa St reet, Suite 1925, Los Angeles, CA 90071

www.raftelis.com

CITY OF VALLEJO

COUNCIL-SENIOR STAFF TEAMBUILDING WORKSHOP
March 18, 2024
9 am to 3 pm
Filipino Community Center
611 Amador Street, Vallejo

Workshop Objectives:
• Hear and understand Council’s interests and staff perspectives • Strengthen teamwork with Council and staff to achieve the community’s interests • Share visions for Vallejo’s future

AGENDA

• Welcome and call to order – Mayor Robert McConnell
• Public comments
• Comments from the City Manager
• Review today’s objectives and agenda
• Icebreaker
• Visioning together
• Teambuilding
o Council – senior staff
o Teamwork within Council
• Challenges and fundamental service delivery issues
• Getting to success
• Wrap up

3/3/24
City of VallejoCity Council – Senior Staff WorkshopMarch 18, 2024Filipino Community Center611 Amador Street, Vallejo Updated 3-3-24
1 Welcome by Mayor Robert McConnell
2 2
3/3/24
Public Comments
3 3
Opening Comments from City Manager Mike Malone
We appreciate the Council consensus to maintain the course with existing goals and priorities – it will keep momentum going Council/staff teamwork is how results are achieved
Opportunity for dialogue between the Council and senior staff about vision and challenges 4 “When everything is a priority, nothing is.”Karen Martin, The Outstanding Organization 4 3/3/24
Workshop Objectives•Hear and understand Council’s interests and staff perspectives•Strengthen teamwork with Council and staff to achieve the community’s interests•Share visions for Vallejo’s future5 5 Agenda
6 •Icebreaker•Visioning together•Teambuilding oCouncil and senior staffoTeamwork within Council•Challenges and fundamental service delivery issues•Getting to success•Wrap up 6 3/3/24
Guidelines for Our Time Together
Listen to understand each other’s points of view
1Seek consensus on a limited number of priorities
2Assume good intent of all participants
3Learn something new today
4Engage in constructive dialogue
5 7
Bike RackThings to discuss at another time will be tracked separatelyTime management tool 8 3/3/24
Icebreaker
9 Get to Know You BINGO
10 3/3/24
Talk to as many people as you can to fill in the squaresWhen you have any of these 5 across
5 down5 diagonal
Call Out BINGO*but keep filling in the squares11
Desire open dialogue with staff and other Councilmembers Want to understand impediments
Hopes for the workshopDesire for alignment between Council and staff and staying on track Convey critical needs and resource limitations
Convey staffs’ professionalism and desire to do well
Keep focused on what we’ve already started
Build trust between Council and senior staff
Want staff to speak up and not just say yes
From CouncilmembersFrom Senior Staff
12 3/3/24
Visioning Together
13 10 Years From Now
14 1.What is true today about Vallejo that you hope will still be true in 10 years? 2.What is not true today about Vallejo that you hope will be true in 10 years? 1 or 2 sticky notes per question
14 3/3/24
Share our hopes for Vallejo
Themes
15 To make progress for Vallejo, solid teamwork between Council and staff is needed 16 16
3/3/24
Teamwork

1. What are the key attributes of a healthy and effective Council - senior staff team?2. Why is it important to have this type of team?Small Groups Discuss17 Share Our Insights
18 3/3/24
Key Attributes of an Effective Council – Senior Staff Team Institute for Local Government
Trust•High level of trust and flexibility. •Assume radical good intent.•Authentic dialogue.•Positive governance culture.

Respect•Maintain respectful relationships in and out of Council meetings. •Treat others as you would wish them to treat you.•Respect roles and responsibilities.•Follow norms, protocols and policies.

Collaboration•Find common ground.•Work together for the benefit and well being of the community.•Engage in mutual problem solving.•Being prepared for meetings.•Unity of purpose.

Understanding•Value the differences that each person brings. •Be mindful of how our words will be received and the respectfulness of how we speak to each other.•Know the foundations of good government systems and services. 19 Workforce Stability is Supported by a Healthy Council – Senior Staff Team Positive organization culture (council, management, all) Clear set of achievable priorities and a work plan that is followed Clear roles that are adhered toA sense of confidence in the future 20 3/3/24
People want to stay, but will leave…
More compensation (for the same or less work)
Promotion in another organization
Feeling undervalued or disrespected
Burnout, stress
Poor work environment
Worry about the future of the organization
Personal or family reasons
21 182 Unfilled Positions*
Human Resources: 5Fire: 11Police: 73Water: 41Planning and Development: 17Economic Development: 1Housing and Community Development: 5Public Works: 17Finance: 9Risk Management: 1City Attorney: 2 *As of January 22, 2024
22 3/3/24
What do the Council and senior staff need from each other to best succeed? What does the Council need from the senior staff?
What do senior staff need from the Council?
What do both the Council and senior staff need for success? What strategies promote open communication and constructive dialogue? 23 Large Group Discussion
What themes emerged?•What Council can do?•What senior staff can do?•Steps for open communications?How to move forward?•Agreement on new or enhanced practices for success of the team 24 3/3/24
Teamwork Within the Council
At our Council meetings – what works particularly well? What feedback would Councilmembers like to offer the Mayor? What feedback or questions does the Mayor have for members of Council? 25 A person who feels appreciated will always do more than what is expected.Amy Rees AndersonEntrepreneur, Speaker, AuthorManaging Partner, Rees Capital26 26 3/3/24
Lunch27
Change Seats
28 3/3/24
Challenges and Fundamental Service Delivery Issues
29 Much of What the City Does is Unseen
30 3/3/24
Core Services – Focus on the Fundamentals
31 Bottom layers must be met first – they are the foundation31 City staff must also implement multiple plans
32 3/3/24
Increasing costs, insufficient revenues
Aging infrastructure
Vacancies, recruitment, retention
Public trust and incivility
Meeting basic City service needs
Partnership of Council and staff
33 Some Key Challenges
33 Small Group Discussion
What core service and organizational challenges are we facing? 1What are some potential consequences of not addressing them? 2What action steps will be needed?
3 34
3/3/24
Report Outs
35 Getting to Success•Respect the ongoing work of City departments as the day-to-day operations must be well managed – and that takes time•Have a collaborative, trusting relationship between the City Council and staff – it’s a two-way street•Focus on agreed priorities36 We can't do everythingBut we can do some things very well (if we focus) 36 3/3/24
“Big Rocks” Approach to Accomplishing Priorities
Don’t fill up the bucket with so many small rocks that there isn’t room for the big ones 1Put the big rocks in first
2Save room for emergencies and unexpected requirements – only add “small rocks” when clear capacity is there - be realistic 3 Stephen Covey, 7 Habits of Highly Effective People37
Success Takes Focus and Support38
Focus•Do not take staff time away from essential work by adding new requests Full Council Support•Once decisions are made, support them and the implementation involved 38 3/3/24
Best Practice Criteria for Adding Initiatives and Projects Mid-Year39 Emergency (natural disaster, pandemic, civil unrest)New outside funding opportunity that is time sensitive New multi-agency opportunity that cannot be delayedCommunity safety issue that must be addressed in near term Changes in laws or mandates
39 The Discipline is to Ask This
40 What drops off or is delayed if something new is added?40 3/3/24
Council Inquiries•Inquiries are new work.•Inquiries take staff time away from fundamental, core service delivery and existing Council priorities.•Time has to come from somewhere – what gets deferred?•About 700 inquiries since June 2022 What can Council do to refrain from these to allow staff to focus on priorities and core service work? 41 Commitments from Staff and Council
Act in ways to build the team and foster respectConvey positive intent about each other 42 3/3/24
When you make a commitment you create hope. When you keep a commitment, you create trust.John C. MaxwellThe 21 Irrefutable Laws of Leadership 43 43
Next Steps
Workshop report to be prepared by RaftelisCouncil and senior staff to continue to build teamwork44 3/3/24
Closing Remarks
45 46
Thank YouJan Perkins and Julie Gieseke
46 CITY COUNCIL AND

SENIOR STAFF

TEAMBUILDING

WORKSHOP
City of Vallejo
DRAFT 3-3-24
March 18, 2024
9 am to 3 pm
Filipino Community Center
611 Amador Street, Vallejo

Workshop Objectives
• Hear and understand Council’s interests and staff perspectives • Strengthen teamwork with Council and senior staff to achieve the community’s interests
• Share visions for Vallejo’s future

Agenda
• Welcome and Introductions
• Icebreaker
• Visioning together
• Teambuilding
o Council – senior staff
o Teamwork within Council
• Challenges and fundamental service delivery issues
• Getting to success
• Wrap up

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 2

To Assist Our Conversations Today
Hopes for Today’s Workshop
During the pre-retreat interviews with members of the Council, and in the meetings with senior staff, a number of hopes for the day were surfaced. The following graphic captures the key themes. The items in the middle were shared by Councilmembers and senior staff.

Guidelines for Our Time Together
Listen to
understand
each other’s
points of view
1 Seek consensus
on a limited
number of
priorities
2 Assume good
intent of all
3 Learn
something new
today
4 Engage in
constructive
dialogue
5 Desire open dialogue
with staff and other
Councilmembers
Want to understand
impediments
Hopes for the
workshop
Desire for alignment
between Council and staff
and staying on track
Convey critical needs and
resource limitations
Convey staffs’
professionalism and
desire to do well
Keep focused on
what we’ve
already started
Build trust
between
Council and
senior staff
Want staff to speak up
and not just say yes
From Councilmembers From Senior Staff
CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 3

Visioning Together

In this discussion, Council and senior staff will share their hopes for Vallejo 10 years from now.

Please write your response on one sticky note for each of the following questions.

DISCUSSION
• What themes emerged?

__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

What is true today about Vallejo that you hope will still be true in 10 years?

What is not true today about Vallejo that you hope will be true in 10 years?

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 4

Council and Senior Staff
Teamwork
The objective of this discussion is to identify ways in which senior staff and the City Council can strengthen their teamwork to be more effective on behalf of the Vallejo community.

ATTRIBUTES OF A HEALTHY AND EFFECTIVE COUNCIL-STAFF TEAM Small Groups Identify:

1. What are the key attributes of a healthy and effective Council – senior staff team?

2. Why is it important to have this type of team?

Share insights with the full group

WHAT COUNCIL AND SENIOR STAFF NEED FROM EACH OTHER TO

SUCCEED
• Discuss the following four questions to understand what the Council and senior staff need from each other to best to succeed.

• Each group should provide some responses to each question.

• We will then share them as a whole group.

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 5

1. What does the Council need
from the senior staff?

2. What do senior staff need
from the Council?

3. What do both the Council and
senior staff need for
success?

4. What strategies promote open
communication and
constructive dialogue?

TEAMWORK WITHIN THE COUNCIL
This discussion will be about strengthening teamwork among members of the Council. Discussion questions:
• At our Council meetings, what works particularly well? • What feedback would Councilmembers like to offer the Mayor? • What feedback or questions does the Mayor have for the Council? CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 6

Challenges and Fundamental
Service Delivery Issues
This discussion will highlight some key
challenges that require strong teamwork
between the Council and senior staff.

Several challenges were noted in the pre-retreat interviews with members of Council and in the meetings with senior staff held as part of retreat planning. The challenges highlighted were:
• Increasing costs, insufficient revenues
• Aging infrastructure
• Vacancies, recruitment, retention
• Public trust and incivility
• Meeting basic City service needs
• Partnership of Council and staff

Working in small groups first, then the full group, we will learn more about core service and organizational challenges, potential consequences, and what steps the Council – senior staff can take.

Much of
What the
City Does
is Unseen

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 7

SMALL GROUP DISCUSSION

1. What core service and organizational challenges are we facing?

2. What are some potential consequences of not addressing them?

3. What action steps will be needed?

NOTES
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ ____________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________

LARGE GROUP DISCUSSION

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 8

Getting to Success
The Council has agreed to retain the existing goals and priorities from last year to continue making progress. In this discussion, we will reflect on what it takes to get to success, not only with those priorities but with basic services delivered by the City.

BEST PRACTICE CRITERIA FOR ADDING INITIATIVES AND PROJECTS MID -YEAR • Emergency (natural disaster, pandemic, civil unrest)
• New outside funding opportunity that is time sensitive • New multi-agency opportunity that cannot be delayed
• Community safety issue that must be addressed in near term • Changes in laws or mandates

THE DISCIPLINE IS TO ASK : “WHAT DROPS OFF OR IS DELAYED IF SOMETHING NEW IS ADDED?”

COUNCIL INQUIRIES
• What can Council do to refrain from these to allow staff to focus on priorities and core services work?
“Big Rocks” Approach to
Accomplishing Priorities
Don’t fill up the bucket
with so many small rocks
that there isn’t room for
the big ones
1 Put the big
rocks in first
2 Save room for
emergencies and
unexpected requirements
– only add “small rocks”
when clear capacity is
there - be realistic
3 Stephen Covey, 7 Habits of Highly Effective People
CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 9

NOTES

Commitments from Staff and
Council
• Act in ways to build the team and foster respect
• Convey positive intent about each other

Next Steps
• Raftelis to prepare workshop report
• Council and senior staff to continue to build teamwork

W rap Up

CLOSING COMMENTS

CITY OF VALLEJO COUNCIL – SENIOR STAFF WORKSHOP - WORKBOOK / 10

Contact

JAN PERKINS
[email protected] 949.202.8870
\

Trusted Advisors Transforming Communities
City of Vallejo

GET TO KNOW YOU BINGO
Find colleagues who have done the things indicated below. You can only use a name once! As soon as you get 5 across, 5 down, or 5 diagonal, call out “Bingo.” (But then keep on filling in squares until the exercise stops.)

Rides horses

Who: _________________

Has taken a cruise

Who: _________________

Been in the same room with
a U.S. President

Who: _________________

Been backstage at a rock
concert

Who: _________________

Completed a half or full
marathon

Who: _________________

Plays a musical instrument

Who: _________________

Appeared in a movie

Who: _________________

Met spouse at college

Who: _________________

Speaks French

Who: _________________

Has gone skydiving

Who: _________________

Loves karaoke

Who: _________________

Does yoga

Who: _________________

Never had a cavity

Who: _________________

Travelled to Asia

Who: _________________

Been on television
(non work-related!)

Who: _________________

Knows ASL

Who: _________________

Is a twin

Who: _________________

Met a celebrity

Who: _________________

Grew up in this city

Who: _________________

Loves roller coasters

Who: _________________

Can drive a stick shift

Who: _________________

Greets the dog before the
kids when you get home

Who: _________________

Rides a motorcycle

Who: _________________

Has a birthday on a major
holiday

Who: _________________

Has been to Hawaii

Who: _________________

City of Vallejo

MULTI-YEAR GOAL UPDATE & STRATEGIC WORK PLAN

Table of Contents
Executive Summary ................................................................................................................................................. 2 How to use this document ....................................................................................................................................... 3 Priority Area 1: Public Safety ................................................................................................................................... 4 Multi-year strategy – What we want to achieve: ................................................................................................... 4 Metrics: ................................................................................................................................................................ 4 Progress on projects/outputs: .............................................................................................................................. 4 What’s next to advance the multi-year strategy for Public Safety in 2023-2024? .................................................. 5 Priority Area 2: Efficient, Effective & Responsive Government ................................................................................ 6 Multi-year strategy – What we want to achieve: ................................................................................................... 6 Metrics: ................................................................................................................................................................ 6 Progress on projects/outputs: .............................................................................................................................. 7 What’s next to advance the multi-year strategy for creating a more efficient, effective and responsive government in 2023-2024? ................................................................................................................................... 8 Priority Area 3: Economic Development Strategy .................................................................................................... 9 Multi-year strategy – What we want to achieve: ................................................................................................... 9 Metrics: ................................................................................................................................................................ 9 Progress on projects/outputs: .............................................................................................................................. 9 What’s next to advance the multi-year strategy for Economic Development Strategy in 2023-2024? .................. 10 Priority Area 4: Housing / Unhoused Response ..................................................................................................... 11 Multi-year strategy – What we want to achieve: ................................................................................................. 11 Metrics: .............................................................................................................................................................. 11 Progress on projects/outputs: ............................................................................................................................ 11 What’s next to advance the multi-year strategy for Housing/Unhoused response in 2023-2024? ....................... 12 Priority Area 5: Youth Development ...................................................................................................................... 13 Multi-year strategy – What we want to achieve: ................................................................................................. 13 Metrics: .............................................................................................................................................................. 13 Progress on projects/outputs: ............................................................................................................................ 13 What’s next to advance the multi-year strategy for Youth Development in 2023-2024? ..................................... 14 Additional No
teworthy Accomplishments ............................................................................................................. 15

City of Vallejo
Multi-year goal overview & Strategic Workplan
1 Executive Summary
City Council goals are the City organization’s guide to help shape the future direction of the City, and provide a framework from which plans and projects are created. Specifically, these goals provide direction to anyone working in the City on projects. Further, the Goals help shape the work of City staff as they seek to collaborate and streamline internal operations, and represent and respond to the Community’s needs.

In April of 2022, at the annual goal setting meeting, Council directed staff to focus on a multi-year strategy to ensure efforts and resources are concentrated on making advancements toward achieving positive outcomes in the identified priority areas.

The following priority areas and an associated goal that represents direction from our Council:

PRIORITY (area of focus) GOAL/OUTCOME (what will people see as a result of work done in this area?) Public safety
Create a safe environment for living, working, and playing

Critical focus: Rebuilding the police department and public trust in the police

Efficient, effective and
responsive government
Ensure the City organization has the capacity and resources to effectively implement community and Council goals in a way that is sustainable over the long term

Critical focus: Increasing efforts in communication, outreach, and strengthening organizational principles

Economic development strategy
Vallejo has a supportive infrastructure for retaining and attracting businesses, and a stable local economy to the benefit of all

Housing / unhoused response
Protect the health and safety of all Vallejo residents through housing and resources

Critical Focus: Addressing homelessness

Youth Development Vallejo is a City where young people thrive

*Note: The priority areas listed above are at random and not an indicator of Council or Staff ranking/importance. We believe all of these priorities are important and critical for achieving continuous improvement and advancing the vision and mission of the City of Vallejo.

Vision: Vallejo is a safe, prosperous and vibrant city

Mission: We facilitate connections and collaboration amongst a diverse community to inspire collective pride and vision for a better Vallejo.

Values we honor: These are our guiding principles with respect to the personal and social ends we desire. We aspire to B.E. G.R.E.A.T. – Bravery, Efficiency, Growth, Respect, Excellence, Accountability, Trust

City of Vallejo
Multi-year goal overview & Strategic Workplan
2 How to use this document
This document is meant to provide an update on progress toward advancing this multi-year strategy. It is not intended to be comprehensive of all of the work underway by the City, yet captures the larger projects above and beyond delivering day-to-day quality services, such as patrolling for safety, responding to 911 calls, providing water services, issuing building permits, filling potholes, hiring new staff, etc.

Additionally, the planned programs and outputs are not intended to be static. We will continue to adapt to changes in our community’s needs. We hope, however, that by following a multi-year strategy and accomplishing the work described on the following pages of this document, our City Council and City Staff will make a meaningful impact, and that as a result - Vallejo will be a safer, prosperous and vibrant city for all residents.

Priority Area The headings were previously identified
by council as goal areas during 2022 and
2023 goal setting sessions

Goal/Outcome Answers the question, “If we are
successful in advancing this priority area,
how will Vallejo be different?”

Multi-Year Strategy The stepping stones that lead toward the outcomes we’re after. Having a
multi-year strategy will serve as a
reminder to current and future
members of Council of where we intend
to go, and will allow Staff to plan and
work towards achieving long term goals.

Metrics Provide the data needed to determine
whether we are moving closer or further
from our goal or desired outcome, and
help us see if our efforts are solving the
right problem. Updates will be provided
annually to assist council in providing
future direction in how to advance the
multi-year strategy
After initial data is collected, our goal is
to present our results to Council and the
community. The metrics will be divided
into two categories:

Measures of effectiveness: measures
current system state. “Are we on track
to achieve the intended outcome?”
Measures of performance: Determines
the accomplishment of actions. “Are the
actions being executed as planned.”

City Response The specific plans, actions,
programs and tasks the City is
planning to advance the multi-
year strategy in pursuit of our
shared desired outcome.

What’s next to advance the strategy?

We have listed the outputs (or projects and actions) staff will take in the current fiscal year to advance the multi- year strategy. The legend below provides insight to the estimated resources needed to accomplish the output.

City of Vallejo
Multi-year goal overview & Strategic Workplan
3 Priority Area 1: Public Safety
Goal/Desired Outcome: Vallejo is a safe environment for living, working, and playing Critical Focus: Rebuilding the police department and public trust in the police Multi-year strategy – What we want to achieve:

Note: Public safety also includes addressing areas related to Public Works, Planning & Development Services, and Water.

Metrics:
Crime rates by type and location
Staffing levels & retention rates (current, hired, lost, laterals, vacancies etc.) Blight cases, code enforcement cases
Response times
Progress on projects/outputs:

2022 2023
 Negotiated 4-year contract with IAFF
 Completed the public outreach, drafting, and adoption of the Police Accountability and Oversight Ordinance
 Completion of Fire Academy for 7 Firefighter Paramedics  Fire responded to 17,881 calls for service
 Expanded ALPR coverage throughout Vallejo and added
CCTV cameras
 Improvement in relational policing by updating Service Area Lieutenants
 Utilized grant writers and staff to receive funding for projects including IHART, Project HOME, and Project
HOPE.
 Organized National Night Out
 Police Town Halls and Community Events: IHART Town
Hall, Police Oversight Town Hall, Use-of-Force, Coffee with a Cop
 Implementation of Firefighter and spouse peer support groups
 Completion of Firefighter Youth Academy
 Completion of Company Fire Officer Academy
 Exceeded fire hydrant maintenance mandated standards

 Completed Fire Academy for 9 Firefighter Paramedics
 Implemented Tone Alert System at 7 Fire Stations
 Provided CPR-certified training for City staff
 Implemented the auditory detection pilot program
 Fully transitioned to National Incident-Based Reporting System
 Creation of the Triple C Task Force to craft and
implement reform policies to address compliance
measures and recommendations, revamp of the
departments Use-of-Force review process, and
progressive updates to VPD Bias-Free Policing policy
 Drafted ordinances as a result of community concerns
including ghost gun ordinance, catalytic converter
ordinances, and sideshow ordinances.
 Organized National Night Out
 Town Halls and Community Events: Response to Alarm
Calls
 Completion of Firefighter Youth Academy

Law Enforcement, Emergency Response & Code Enforcement – ensure prompt response to calls for service across the city by measuring response times, to enhance department operations, promote adherence to policies and strategic plans, and detect patterns of policing
Public
Safety
City of Vallejo
Multi-year goal overview & Strategic Workplan
4 What’s next to advance the multi-year strategy for Public Safety in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year
Strategy
Component(s)
Addressed
Resources Required
Priority
Area City Outputs
Law Enforcement
& Fire emergency
response
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Public
Safety
PD union contracts X $$$ In progress N/A ASAP
Retention plan X $$$ Commencing soon ___ Jan 2024
Incentive plan for recruitment X Commencing soon ___ Jan 2024 Fire strategic plan X $$$ In progress 40% Feb 2024
Dispatch relocation X $$$$$ In progress 10% Dec 2024
Secure resource(s) for
temporary law enforcement
support
X ____ $$$$$ In progress ___ Continuous
effort
Police HQ financing plan &
plan for moving the corp yard X $$$$$ Commencing soon ___ ___ PD strategic plan X $$$$ Commencing soon ___ ___
City of Vallejo
n
5 Priority Area 2: Efficient, Effective & Responsive Government Goal/Desired Outcome: Vallejo is a City where young people thrive Critical Focus: Increase efforts in communication, outreach, and strengthening organizational principles Multi-year strategy – What we want to achieve:

Metrics:
Annual report of hiring and retention
Annual report of projects, policies and goals reached Annual budget
Annual report of timely publication of agendas before meetings
Annual report of timely responses to public records
requests
# of outreach events attended
Average time to receive a permit
Average time to resolve a See-Click-Fix inquiry
Communication & Outreach – facilitate timely and effective communication throughout the organization and with the public (press releases, communications, open data, emergencies etc.) Organizational Principles – operates responsibly and embodies transparency, accountability and innovation in all operations
Organizational Resources – Invests in, protects, and optimizes City resources (human, financial, physical, technological etc.)
Data & Record Management – Maintains, preserves and manages City records and data intentionally so that they may serve as resources that contribute to community goals Talent & Culture – Attract, develop motivate and retain a high-quality, engaged and productive workforce, focused on service excellence
Water Management & Delivery - Provide reliable infrastructure to deliver safe and compliant water for fire suppression, residential and commercial use
Safe Building, Housing & Transportation - Enforcement of regulations to ensure that homes and public spaces are structurally secure, clean, and visually appealing. - Maintain the transportation network to ensure community members can travel between spaces safely and efficiently in any mode of transportation Efficient,
Effective &
Responsive
Government
City of Vallejo
Multi-year goal overview & Strategic Workplan
6 Progress on projects/outputs:
2022 2023
 Launched new Electronic Document Management
Archival System (Revver)
 Processed 1,372 California Public Records Act requests  Held City’s first pre-nomination information City Council candidate forum
 Completed the public outreach, drafting, and adoption of the Police Accountability and Oversight Ordinance
 Settled all claims by Syar, with no payment required from the City
 Settled or resolved 11 litigation cases against the City  Re-established Neighborhood Law Program
 Management and implementation of American Rescue
Plan Act Funding
 Conducted and attended public events, town halls and
community meetings
 Presented a balanced budget for FY 2022-23
 GFOA’s Distinguished Budget award for Fiscal Year 2022- 23  Received an upgraded S&P rating from BBB to A- and changed outlook to positive from stable
 Implementation of grant management software
 Enhancements to City Council Chamber
 In compliance with the State Drought Mandate
maintained a 15% reduction in water use system wide
 Obtained favorable published appellate ruling in the
Ninth Circuit Court of Appeals
 Resolved seventeen defense litigation cases, seven with no payment to Plaintiff
 Exceeded or met all water quality regulations to ensure safe, affordable, and good-tasting drinking water through 24/7/365 operations, distribution, facilities maintenance, engineering, water quality, and system support.
 Continued to complete construction of bond-funded
water infrastructure projects to address deferred
maintenance, antiquated equipment, and capital asset
replacement to ensure reliability of the water systems
managed by Vallejo
 Provided prompt and team-based responses to the
multiple storms, atmospheric rivers, and flooding,
impacting reservoirs, water’s facilities, treatment,
engineering, distribution, water quality, and community outreach efforts.
 Completed Water’s high voltage transformer restoration and replacement increasing energy efficiency, equipment reliability, and safety of the water system.
 Continued design, construction, and completion of water bond infrastructure projects to ensure resiliency of water system.
 Successfully defended the suit against and completed the negotiations relating to the new Costco project
 Conducted and attended public events, town halls and
community meetings
 Expanded functionality within NeoGov system for better hiring and onboarding workflow
 Ongoing completion of classification and compensation studies to better align Vallejo with market competitiveness  Back-up power system for Cordelia Water Complex
 Presented a balanced budget for FY 2023-24
 New Central Permitting System
 Broadband expansion and digital equity strategy was
adopted, completed an RFP process and selected a
contractor.
 Implemented pumping system improvements at Fleming Hill  Resolved twelve defense litigation cases to date, five with no payment to Plaintiff
 Council work sessions and approval of Advanced Metering Infrastructure project to roll out in 2024
 As a mission-critical partner for Travis Air Force Base, dedicated Water staff resources for 2023 interagency
initiative in support of Travis Air Force Base resiliency.  Launched formal Water Resources Management section of the Director’s Office to both respond to new mandates and to strategically manage Vallejo’s water resources.
 In support of economic development, Water provided
comprehensive project review, coordination with Planning and Development Services and applicants, and prompt and integrated Water-related construction management for new construction projects.
 Continued design, construction, and completion of water bond infrastructure projects to ensure resiliency of water system.
 Treated over 5 billion gallons of drinking water for
commercial and residential customers and fire suppression City of Vallejo
Multi-year goal overview & Strategic Workplan
7 What’s next to advance the multi-year strategy for creating a more Efficient, Effective & Responsive Government in 2023- 2024?
Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s) Addressed Resources Required Priority Area City Outputs
Communication &
outreach
Org. principles
Org. resources
Data /record mgmt..

Talent & culture
Water mgmt. &
delivery
Safe building &
housing
Safe transportation
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Efficient,
effective &
responsive
government
Community
outreach
events
X X X X X X $$ Ongoing ___ Continuous
effort
Roll out a
new ERP
system
X $$$$$ In progress 60% June 2024
Salary
survey
X X X X X $ Commencing
soon ___ June 2024
Timely
contract
negotiations
X X X X X X $$$ Commencing
soon ___ June 2024
Training for
Civic Clerk
Use
X X X X $ Commencing
soon ___ June 2024
ARPA
funding
retention
strategy
X X X X X X $$$$$ In progress 85% Dec 2024
City of Vallejo
8 Priority Area 3: Economic Development Strategy
Goal/Desired Outcome: Vallejo has a supportive infrastructure for retaining and attracting businesses, and a stable local economy to the benefit of all
Multi-year strategy – What we want to achieve:

Metrics:
New businesses created
Jobs
Reduction in vacant buildings
Increased revenue by category
Progress on projects/outputs:
2022 2023
 Completed Sacramento Street Road Diet Phase I
 H osted a free dump day for Vallejo residents
 R epaired 1,000+ potholes through JetPatcher
 H ired a consultant and managed development
of the Economic Development Strategic Plan
 D eployed over $700, 000 in ARPA funding
through small business grants
 I nitiated design on 15 critical CIP projects
 O ver 6,000 linear feet of watermain projects
 O ver 45 capital projects in design or
construction
 Im plemented water bond measur es
 T reated over 5 billion gallo ns of drinking water
 Completed integration of SCADA controls system
 Completed the negotiation and transfer of a portion of the Blue Rock Springs Golf Course to raise funding for the golf course modernization and add new housing supply to Vallejo
 Completed the negotiation and transfer of 125 acres of land on North Mare Island to the Mare Island Company
 Completed the lease to the Yoche DeHe Tribe for the development of a tourism center and public park at the Central Waterfront  Caltrans I-80 Six Bridge Project
 Hosted a free dump day for Vallejo residents
 Completed Local Road Safety Plan in partnership with Solano Transportation Authority
 Bay Trail / Vine Trail groundbreaking
 Began Recology Illegal Dumping Pick-Ups
 Design of Gordon Vallejo Waterline with Construction of Phase 1  Implemented water bond measures
Business & Talent recruitment – Rapidly support talent attraction efforts to recruit and retain a diverse workforce, promote and retain local businesses, bring better paying jobs to the City Property management – Rapidly promote the revitalization and redevelopment of existing properties to encourage sustainable economic growth
Downtown, Waterfront & Mare Island experience – Rapidly support the development of a downtown district and vibrant waterfront to meet the needs of our community Asset management – Rapidly develop and sustain public infrastructure that serves the needs of the community including roads, utilities, water supply and wifi Business Opportunities – Rapidly evelop and support a diverse mix of businesses and industries by and with residents that meet the needs of the neighborhood and attract the local workforce to encourage economic growth and stability
Focus on improving public safety to retain, support and attract businesses Focus on rapidly developing prioirty development areas
Economic
Development
Strategy
City of Vallejo
Multi-year goal overview & Strategic Workplan
9 What’s next to advance the multi-year strategy for Economic Development Strategy in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s) Addressed Resources Required Priority Area City Outputs
Business & talent
recruitment/retention
Property mgmt.

Downtown,
Waterfront & Mare
Island experience
Asset mgmt.

Business opportunities
Improve public safety
Priority Development
Areas
Staffing
Finances
Status
% Complete for
In-Progress
Estimated
Completion By
Economic
Development
Strategy
Economic
development
strategic plan
X X X X X X $$$$$ In progress 85% Q1 2024
Free public Wi-Fi
waterfront &
downtown project
X X $$ In progress 10% June 2024
Ordinances to
support ED for
Council consideration X X X X $$$ Ongoing ___ Continuous effort
PD and Fire strategic
plans
X X X $$$$ Commencing
soon ___
Fire - Feb
2024

PD - TBD
Waterfront,
Downtown & Mare
Island specific plans
X X X X X X $$$$$ Commencing
Q1 2024 ___ ___
Connelly Corridor –
commercial
development on S.

Mare Island
X X X X X $$$ Commencing
soon ___ Submittal
Q1 2024
Execute broadband &
digital equity strategy
X $$$ In progress 30% June 2025
City of Vallejo
al
overview
&
Strategic
Workplan
10 Priority Area 4: Housing / Unhoused Response
Goal/Desired Outcome: Vallejo has adequate housing and resources for all Critical Focus: Addressing homelessness
Multi-year strategy – What we want to achieve:

Metrics:
# of key stakeholder groups consistently and intentionally engaged
# of people inhabiting encampments and experiencing
homelessness at risk and unhoused individuals/families, and concerned community members are clear about
service capacity and where to obtain services to prevent and address homelessness
Shared data resources
# of City/County & other regional partnership
collaboration efforts on funding opportunities and
receiving funding for regional efforts
Progress on projects/outputs:
2022 2023
 Elected Officials appointed to CAP Solano
JPA – a one of a kind consortium in
California comprised of elected officials
from Solano County and its six Cities that
focuses on addressing homelessness and
housing issues and allows for collaboration
and regional use of resources and funding.
 Implemented Extreme Weather Centers
 Hired Homelessness Coordinator and
Homelessness Administrative Analyst
 Applied for and awarded funding through
the Homekey grant for the development of
the Broadway Project
 A Family Self-Sufficiency (FSS) Program
participant of the Vallejo Housing Authority
received $20,589.13. The participant
qualified to receive the FSS Program
escrow savings after successfully achieve
the program goals.
 Blue Oak Landing Opened adding 74 Permanent Supportive Housing Units for those experiencing homelessness. The project became 100% leased in August 223 and is occupied by 95 residents.
 Successfully award Solano County ARPA funding for the development and construction of the Broadway Project and Navigation Center  Broadway Project (Homekey) project construction began on 47 Permanent Supportive Housing Units for the chronically homeless
 Released an inclusionary housing ordinance RFP
 RFP released for Navigation Center Operator
 Collaborated with City Grant Write to facilitate funding for homeless projects including: Broadway Project and Navigation Center
 Oakwood Apartments under construction
 Housing, Environmental Justice and Safety Element Public Draft documents  Waterstone – the final phase of Bordoni Ranch 185 new single family dwellings under construction
 961 Porter Street – Entitled an additional 122 units to an existing apartment complex. 24 of those units are offered for rents that are below market rate at lower income (50% to 80% AMI)
 Awarded $2.5M through HCD’s Infill Infrastructure Grant Program for the development of Broadway Project
Collaborate with regional stakeholders in collaborative efforts to improve the effective use of resources and promote proven best practices
Streamline data collection for coordination of homelessness response efforts Collaborate with regional stakeholders to develop programs to connect those experiencing homelessness to a variety of shelter and housing options
Proactively seek funding opportunities to meet localized needs aligned with regional goals to prevent and address homelessness and affordable housing
Support streamlined development practices to support housing production citywide Housing /
Unhoused
Response
City of Vallejo
Multi-year goal overview & Strategic Workplan
11 What’s next to advance the multi-year strategy for the Housing/Unhoused Response in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy Component(s)
Addressed Resources Required
Priority Area City Outputs
Collaborate on
best practices
Streamline
data collection
Collaborate on
programs
Seek Funding
Streamlined
development
Staffing
Finances
Status
% Complete
for In-
Process
Activities
Estimated
Completion
By
Housing /
Unhoused
Response
Finalizing Broadway project to
bring 47 permanent supportive
housing units to Vallejo
X X X $$$$ In progress 75% Dec 2023
Adopt housing element X X X $$$$ In progress 70% Dec 2023 Updated P.I.T. count # X X X $ In progress 15% March 2024 125 bed Navigation Center
construction X X $$$$ In progress 30% Summer 2024
Continued JPA collaborative
group X X X X $$ Ongoing N/A Continuous
effort
City of Vallejo
n
12 Priority Area 5: Youth Development
Goal/Desired Outcome: Vallejo is a City where young people thrive Multi-year strategy – What we want to achieve:

Metrics:
Youth participation in accessing community services/resources Pre- and post-program participant evaluations
Grant funds obtained and utilized or distributed in the community to support Youth focused initiatives Progress on projects/outputs:
2022 2023
 Hired Youth Coordinator (August 2022)
 M et with Mayor, City Council, VCUSD and community
stakeholders to establish relationships, and identify goals and priorities
 A llocated $160k from the General Fund to assist with the update and opening of the Early Learning Center in Vallejo  P artnered with Community groups to develop a nd
distribute Vallejo Family Resource Guides including
resources to support mental health & wellness, emergency services & crisis hotlines, social emotional learning,
academic achievement, education & youth development,
art & music, sports & recreation and civic information
 I ncreased Youth participation in local government by creating and sponsoring the City of Vallejo Youth
Delegation
 Issued an RFP to identify a qualified contractor to conduct a Citywide Youth Needs Assessment and develop a Youth
Strategic Plan. Selected MIG consulting to begin work in September 2023
 Provided input to General Plan input to ensure youth
interest is represented
 Collaborated with City grant writing team to obtain
grants, write letters of support, referred grants to
community partners and assisted with grant management
 Facilitated opportunities for Youth representation at City council meetings, panels, internship opportunities,
participatory budgeting and City of Vallejo / VCUSD 2x2 Increase capacity for coordination between the City of Vallejo and the community by identifying and building relationships with key youth stakeholders (2x2, gbrd, VCUSD, etc.) Increase awareness of youth services, resources, programs and activities in Vallejo Increase youth voices, youth engagement and youth opportunities for residents aged 0-25 within the City of Vallejo
Increase funding opportunities for youth programs, resources and activities Increase representation of all youth in our community
Youth
Development
City of Vallejo
Multi-year goal overview & Strategic Workplan
13 What’s next to advance the multi-year strategy for Youth Development in 2023-2024? Note: The Resources Legend can be found on page 3 of this document.

Multi-Year Strategy
Component(s) Addressed Resources Required
Priority Area City Outputs
Build
Relationships
Awareness of
Services
Increase Youth
Voices
Funding
Opportunities
Staffing
Finances
Status
% Complete
for In-
Progress
Activities
Estimated
Completion
By
Youth
Development
Citywide Youth Needs Assessment &
Strategic Plan X X X X $ $ $ In Progress 30%
College alternatives added to
resource guide
X $ Commencing soon J une 2024
Convene youth workforce
development cohort X X $ Commencing soon
Create internships at City Hall X X $ Commencing soon
Create a Youth Council X X X X $ Commencing soon
Note: The progress on outputs related to Youth Development is dependent on information collected in the Citywide Youth Needs Assessment.

Prioritization of resources, activities and outputs will be completed after receiving community input and once the City has a more complete picture of the existing programs and resources in Vallejo that support Youth Development.

City of Vallejo
n
14 Additional Noteworthy Accomplishments
2022
• Launched “City University,” an in-house training program that provides City Staff with the knowledge, skills and resources needed to ensure the City of Vallejo has a local government workforce that is prepared to provide quality services to its residents now and into the future. The program provides employee development courses, supervisor and management academies, and advanced skills practice courses. 2023
• The City of Vallejo received an Award of Distinction from CAPIO in the “Dollar Stretcher” category for in- house development and implementation of The Vallejo Weekly • The City of Vallejo, Bay Trail/Vine Trail has been nominated for Transportation for Sustainable Communities for recognition at the Solano Transportation Authority’s 26th Annual Awards Ceremony • T he City of Vallejo, Sacramento Street Road Diet Phase 1 has been nominated for Safety Project of the Year
• The City of Vallejo, Sacramento Street Bridge Replacement Project has been nominated for Project of the Year
• The City of Vallejo has been nominated for Project Delivery • The City of Vallejo has been nominated for Agency of the Year • The Vallejo City Unified School District’s, Lincoln Elementary School has been nominated for Safe Routes to School
City of Vallejo
Multi-year goal overview & Strategic Workplan
15 Multi‐Year Goals & Strategy – At‐a‐Glance
How to use this document: This document was drafted to help create alignment and shared understanding in the language Council and Staff are using as we discuss goals and a multi‐year strategy for achieving positive outcomes for the City of Vallejo. Below you will find a description of the information in each column

2 City of Vallejo Multi‐Year Goals & Strategy At‐A‐Glance Priority
Area
Goal / Outcome Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Public Safety
Goal: Vallejo is a safe
environment for living,
working, and playing

Critical focus:

Rebuilding the police
department and public
trust in the police

1. Law Enforcement, Fire Emergency Response &
Code Enforcement– ensure prompt response to
calls for service across the city by measuring
response times, to enhance department
operations,
promote adherence to policies and strategic plans,
and detect patterns of policing

Note: Public Safety also includes addressing areas
that are related to Public Works, Planning &
Development Services
 Street calming safety
(4)

 Fully staff police, fire
& city staff (3)
 Cross streetlights /
Valley &
Red program
enforcement – light
(license plate
renewals) (2)

 Crime rates by type and location
 Blight cases, code enforcement
cases
 Response time
 Staffing levels & retention
(current, hired, lost, laterals,
vacancies etc.)

 PD & Fire strategic plans
 Timely union contracts
 Police
HQ financing plan &
plan for moving the corp
yard
 Retention plan
 Incentive plan for
recruitment
 Dispatch relocation
 Secure resource(s) for
temporary law
enforcement support

3 City of Vallejo Multi‐Year Goals & Strategy At‐A‐Glance

Priority
Area
Goal /
Outcome
Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for
determining if we
are successful
City Response
2023‐2024
Outputs
Efficient,
effective and
responsive
government
Goal: Vallejo has
the capacity and
resources to
effectively
implement
Community and
Council goals in a
way that is
sustainable over
the long term

Critical focus:

Increased efforts
in communication,
outreach, and
strengthening
organizational
principles

2. Communication & Outreach – facilitate timely and effective communication throughout
the organization and with the
public (press releases, communications, open data,
emergencies etc.)

3. Organizational Principles – operates responsibly and embodies transparency, accountability and innovation in all operations

4. Organizational Resources – Invests in, protects, and optimizes City resources (human, financial, physical, technological etc.)

5. Data & Record Management – Maintains, preserves and
manages City records and data so that they may serve as resources that contribute to community goals

6. Talent & Culture – Attract, develop motivate and retain a high‐ quality, engaged and productive workforce, focused on service excellence

7. Water Management & Delivery – Provide reliable infrastructure to deliver safe and compliant water for fire suppression, residential and commercial use

8. Safe Building & Housing – Enforcement of regulations to ensure that homes and public spaces are structurally secure, clean, visually appealing, and promote community members’ well‐ being

9. Safe Transportation – Maintain the transportation network to ensure community members can travel between spaces safely and efficiently in any mode of transportation

 Quarterly city strategic
planning for large issues too
big to discuss at Council
meetings with a set date
each quarter (5)

 Improve communication of
the status of properties,
development and businesses
(3)

 Provide training workshops
to Council & the Community
on how to use an indexing
system to view staff reports
(2)

 Community input, increase
community
attendance/participation (2)

 Annual report of hiring
and retention
 Annual report of
projects, policies and
goals reached
 Annual budget
 Annual report of timely
publication of agendas
before meetings
 Annual report of timely
responses to public
records requests
 # of outreach events
attended
 Average time to receive
a permit
 Average time to resolve
a see‐click‐fix inquiry

 Salary survey
 Timely contract
negotiations
 ARPA funding
retention strategy
 Roll out a new
ERP system
 Community
outreach events

4 City of Vallejo Multi‐Year Goals & Strategy At‐A‐Glance

Priority
Area
Goal / Outcome Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Economic
Development
Strategy
Goal: Vallejo has a
supportive
infrastructure for
retaining and attracting
businesses and a stable
local economy to the
benefit of all

1. Business & Talent recruitment/retention –
Rapidly support talent attraction efforts to recruit
and retain a diverse workforce, promote and retain
local businesses, bring better paying jobs to the City

2. Property management – Rapidly promote the
revitalization and redevelopment of existing
properties to encourage sustainable economic
growth

3. Downtown, Waterfront & Mare Island
Experience – Rapidly support the development of a
downtown district and vibrant waterfront to meet
the needs of our community

4. Asset management – Rapidly develop and
sustain public infrastructure that serves the needs
of the community including roads, utilities, water
supply and broadband

5. Business Opportunities – Rapidly develop and
support a diverse mix of businesses and industries
by and with residents that meet the needs of the
neighborhood and attract the local workforce to
encourage economic growth and stability

6. Focus on improving public safety to retain,
support and attract businesses

7. Focus on rapidly developing priority
development areas

 Adopt ordinance
restricting
commercial vacancies
with increasing
financing costs for
failure to comply
over time (5)

 Ordinance for short‐
term rentals / Air
B&B (3)

 New businesses created – by
district and location
 Jobs created
 Quarterly report on increased
revenue by category (sales,
property, retail sales etc.)

 Ordinance development to
support ED

 Economic development
strategic plan

 Free public WIFI waterfront
& downtown project

 Execute broadband &
digital equity strategy from
2022

 PD and Fire strategic plans

 Waterfront & Downtown
specific plans

5 City of Vallejo Multi‐Year Goals & Strategy At‐A‐Glance Priority
Area
Goal / Outcome Strategy / What we want to achieve
(Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Housing /
Unhoused
Response

Goal: Vallejo has
adequate housing and
resources for all

Critical focus:

Addressing
homelessness

1. Collaborate with regional stakeholders in
collaborative efforts to improve the effective use of
resources and promote proven best practices

2. Streamline data collection for coordination of
homelessness response efforts

3. Collaborate with
regional stakeholders to
develop programs to connect those experiencing
homelessness to a variety of shelter and housing
options

4. Proactively seek funding opportunities to
meet localized needs aligned with regional goals to
prevent and address homelessness and affordable
housing

5. Support streamlined development practices to
support housing production citywide

Develop safe
camping area for
unhoused people,
cars, RVs & tents (3)

 Access grant funding:
explore shared
housing models and
tiny homes concept
(3)

 Cooperation with
County programs (3)
 # of key stakeholder groups
consistently and intentionally
engaged
 # of people inhabiting
encampments and experiencing
homelessness on City streets is
reduced
 At risk and unhoused
individuals/families, and
concerned community members
are clear about service capacity
and where to obtain services to
prevent and address homelessness
 Shared data resources make it
easier for outreach professionals,
city staff and regional partners to
routinely make successful
referrals connecting unhoused
individuals with services to
improve outcomes
 # of City/County & other regional
partnership collaboration efforts
on funding opportunities and
receiving funding for regional
efforts (i.e. collaborative projects,
grant efforts pursued and/or
provided etc.
 Updated P.I.T. count # Jan
2024

 Continued JPA
collaborative group

 Finalizing Broadway project
to bring 47 permanent
supportive housing units to
Vallejo

 125 bed Navigation Center
construction begins Fall
2023

 Adopt housing element

 Recruit housing director

6 City of Vallejo Multi‐Year Goals & Strategy At‐A‐Glance Priority Area Goal / Outcome Strategy / What we want to achieve (Multi‐year)
Council Direction
& Focus 2023‐2024
Metrics / Data for determining
if we are successful
City Response
2023‐2024 Outputs
Youth
Development
Goal: Vallejo is a City
where young people
thrive

1. Increase capacity for coordination
between the City of Vallejo and the
community by identifying and
building relationships with key
youth stakeholders (2x2, GVRD,
VCUSD, etc.)

2. Increase awareness of youth
services, resources, programs and
activities in Vallejo

3. Increase youth voices, youth
engagement and youth
opportunities for residents aged 0‐
25 within the City of Vallejo

4. Increase funding opportunities for
youth programs, resources and
activities

5. Increase representation of all youth
in our community

 Partner with regional
success programs (5)

 City will assist with
identifying and
partnering to create
accessible and
sustainable resources
and programs for mental
health, social emotional
learning, and academic
achievement (5)

 Collaborate and support
efforts to provide arts,
trade & vocational
schools in Vallejo

 Youth participation in
accessing community
services/resources
 Pre‐ and post‐program
participant evaluations
 Grant funds obtained and
utilized or distributed in the
community to support Youth
focused initiatives

 Citywide Youth Needs
Assessment and
Strategic Plan
 Convene Youth
Workforce
Development cohort
 Create Internships at
City of Vallejo
organization
 Create a Youth
Council
 Create a Tech
Academy
 Partnership on
developing a youth
center
 Support NLC Youth
delegation
 Add list of available
college alternative
programs to the
Youth Resource
Guide
(apprenticeships,
trade and vocational
schools, art
programs, etc.)

ACTION ITEM 9.E.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

RECOMMENDATION
Receive the scopes of work that City staff developed for sixteen City Council referrals and the list of referrals added since September 2024 and provide direction to staff on next steps.

REASONS FOR RECOMMENDATION
City staff needs direction from Council on whether or not to scope and implement certain Council referrals.

BACKGROUND AND DISCUSSION
City Council referrals are requests for future Council agenda items or special projects that the City Council directs City staff to research and possibly implement in addition to staff’s routine work and projects required by other City work planning processes, such as the strategic plan and the budget processes. In Vallejo, the City Council requests and provides direction to staff on referrals through the following process:

• A Council Member requests, during the Report of the Presiding Officer and Members of the City Council portion of a Council Meeting, that the City Council consider at a future meeting whether to direct staff to develop a scope (tasks, schedule, and budget) to implement a project regarding a particular issue.
• City staff agendizes Council discussion and action (majority, via minute order) on whether to direct staff to scope a project regarding the issue. The Council Member that originally requested the referral describes the issue and objective.
• If approved in Step 1, City staff prepares a scope and agendizes Council discussion and action on whether City staff shall implement the scope.
• If approved in Step 2, City staff implements the project and completes the work.

This process is similar to that used by many other jurisdictions.

At the City Council meeting on September 10, 2024, City staff presented information on the 31 referrals that Council recently requested. The 31 included two referrals that had been completed; seven that had been approved for implementation and were awaiting completion; four that were awaiting scoping from staff; and eighteen that were pending a Council decision on whether to direct staff to scope. At the September 10, 2024 meeting, City Council added a new referral, bifurcated one referral, eliminated three referrals, and provided updated direction to staff on the referrals. At that meeting, Council also directed staff to present, at a Council meeting in October 2024, scopes that the City Council had previously requested for four referrals. At the September 10, 2024 Council meeting, Council directed staff to create scopes for sixteen referrals that had been pending a Council decision on whether to direct staff to scope. Council directed staff to present scopes for these sixteen referrals at a Council meeting in November 2024. Staff presented scopes for these sixteen referrals at the Council meeting on November 19, 2024. The staff report for the Council meeting is attached

Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 2 ends

as Attachment 1. At that meeting, City Council did not take any action on the referrals and rather directed staff to return to City Council in February 2025 to get direction from the new City Council. In September 2024, December 2024, and January 2025, City Council added thirteen referrals.

Below is a list of the sixteen referrals presented to City Council on November 19, 2024 that staff has scoped.

Table 1: Referrals for Which City Council Requested Scopes on September 10, 2024 Topic Date Requested Requestor
Short-Term Rentals (Airbnb, VRBO) Ordinance April 11, 2023 Verder-Aliga Agendize presentation of Marina condition issues and invite Congressional Representatives and staff to be a part of the discussion June 13, 2023 Loera-Diaz
Creation of an Unhoused Commission June 20, 2023 Bregenzer Analysis and subsequent presentation or report of the following ordinances:
• Tenant Anti-Harassment
• Rent Control
• Just Cause Evictions
• Condo/Apartment Conversion ordinance that would include rights to refusal or the right to buy or receive relocation compensation
July 11, 2023 Palmares
Request on behalf of the Surveillance Advisory Board (SAB) to amend ordinance to change frequency of regular meetings beyond bi-monthly September 26,
2023
Arriola
Discussion on building permit fees for low-income housing October 24, 2023 Bregenzer Schedule Study Session on funding “how to help” for non-profits and CM to provide report mentioned at 10/24 council mtg
October 24, 2023 Loera-Diaz
Consider supplementing VPD with security services December 19, 2023
Bregenzer
Consider placing moratorium on Mills Act requests until consistent program is in place
December 19,
2023
Bregenzer
Discuss rebranding of the VPD and change name to Vallejo Police Services Department
December 19,
2023
Loera-Diaz
Review of Boards/Commissions/Committees (mentioned at council meeting)
Early 2024 Mayor
McConnell
· Policy to support Vallejo Community Land Trust · Tenant right protection to Council
· Just cause eviction protection*
· Rent Stabilization*
May 28, 2024 Verder-Aliga
Ordinance that COV will not take a position (ex. Ceasefire/Gaza) in international conflicts. Similar to City of San Jose.

May 28,
2024
Verder-Aliga
Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 3 ends

Consider & Direct the City Manager to provide quarterly reports to Council on all Housing & Public Works Projects
July 9, 2024 Loera-Diaz
Creation of a Public Safety Committee July 23, 2024 Palmares, Verder-Aliga &
McConnell
Creation of a Public Safety Task Force July 23, 2024 Palmares, Verder-Aliga &
McConnell

Below is a list of the thirteen referrals added by Council in September 2024, December 2024, and January 2025 upon which staff is awaiting a Council decision on whether to scope or simply schedule.

Table 2: Referrals Added in September 2024, December 2024, and January 2025 Topic Date Requested Requestor
Drafting of City ordinance addressing solicitation December 10, 2024
Palmares
Update on current state of permitting process with PDS and ways for improvement for the process to be more accessible
December 10,
2024
Palmares
Implementation of a citywide performance audit December 30, 2024
Palmares
Update on City whistleblower policy and procedure January 14, 2025 Lediju Update on the status of negotiations with the Sheriff's Office regarding law enforcement assistance
January 14, 2025 Lediju
Update on the Scotts Valley Band of Pomo Indians casino project January 14, 2025 Lediju Update on the City's disaster preparedness January 14, 2025 Gordon Hold a public safety workshop January 14, 2025 Matias
Evaluate the City’s existing boards, commissions, and committees January 14, 2025 Matias Update on City litigation January 28, 2025 Sorce
Closed session to review City Manager’s recent performance evaluation
January 28, 2025 Sorce
Closed session to review City Attorney’s recent performance evaluation
January 28, 2025 Sorce

The updated list of all recent referrals and their status, sorted by request date and current status, is shown in Attachment 2.

One of the referrals for which scopes were presented to City Council on November 19, 2024 and a number of referrals added since then are simply for future City Council agenda items for staff to present an informational Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 4 ends

update on a City project or function. Those require relatively little time for staff to prepare compared to other referrals that are more substantial special projects. City staff requests Council direction on pending referrals that are requests for future agenda items, which include the following:
• Presentation of marina condition issues
• Update on current state of permitting process with PDS and ways for improvement for the process to be more accessible
• Update on City whistleblower policy and procedure
• Update on the status of negotiations with the Sheriff's Office regarding law enforcement assistance • Update on the Scotts Valley Band of Pomo Indians casino project • Update on the City's disaster preparedness
• Update on City litigation
• Closed session to review City Manager’s recent performance evaluation • Closed session to review City Attorney’s recent performance evaluation

Note that Council already provided direction to staff on one referral raised in January 2025, to hold a public safety workshop, and held such a workshop on February 4, 2025.

City staff seek Council’s direction on whether or not to proceed to agendize these items, whether on a date certain, and whether to eliminate any of these items. Staff further recommends that at the City Council’s goal setting session for 2025, Council review and provide direction on all remaining referrals that Council has not provided direction on following the February 11, 2025 Council meeting. Those include the special projects for which scopes were presented on November 19, 2024 as well as the special projects requested in September 2024, December 2024, and January 2025 (ordinance addressing solicitation and implementation of citywide performance audit). One of the referrals added in January 2025 is a duplicate of a previous referral (review of City’s existing boards, commissions, and committees).

Note that the City Council will seat a committee in April 2025 to review Council meeting procedures. That committee can review the City’s current referral process and provide recommendations to the City Council on ways to streamline it.

FISCAL IMPACT
The fiscal impact of implementing the sixteen Council referrals under consideration is noted in the Budget/Resources column of Table 2 above. Some of the required resources are already within the FY 2024- 2025 adopted budget. For some referrals, if approved for implementation, additional resources would need to be allocated by the City Council.

ATTACHMENTS

1. Staff Report - Council Referral Scopes - 11-19-24 - FINAL w Attach

2. Updated Council Referrals as of January 2025

CONTACT
Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 5 ends

Andrew Murray, City Manager (707) 648-4576
[email protected]

DATE: November 19, 2024
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

RECOMMENDATION

Receive the scopes of work that City staff developed for sixteen City Council referrals and provide direction to staff on whether or not to implement the referrals.

REASONS FOR RECOMMENDATION

City staff needs direction from Council on whether or not to implement Council referrals that City staff recently scoped.

BACKGROUND AND DISCUSSION

City Council referrals are projects that the City Council directs City staff to research and possibly implement in addition to staff’s routine work and projects required by other City work planning processes, such as the strategic plan and the budget processes. In Vallejo, the City Council requests and provides direction to staff on referrals through the following process:

This process is similar to that used by many other jurisdictions.

At the City Council meeting on September 10, 2024, City staff presented information on the 31 referrals that Council recently requested. The 31 included two referrals that had been completed; seven that had been approved for implementation and were awaiting completion; four that were awaiting scoping from staff; and eighteen that were pending a Council decision on whether to direct staff to scope. At the September 10, 2024 meeting, City Council added a new referral, bifurcated one referral, eliminated three referrals, and provided updated direction to staff on the referrals. At that meeting, Council directed staff to present, at a Council meeting in October 2024, scopes that the City Council had previously requested for four referrals. The scopes for those four referrals were presented to the City Council at a meeting on October 22, 2024, and City Council directed staff to implement those four referrals. At the September 10, 2024 Council meeting, Council directed Date: November 19, 2024
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 2 ends

staff to create scopes for sixteen referrals that had been pending a Council decision on whether to direct staff to scope. Council directed staff to present scopes for these sixteen referrals at a Council meeting in November 2024. Below is a list of those sixteen referrals.

Table 1: Referrals for Which City Council Requested Scopes on September 10, 2024 Topic Date Requested Requestor
Short-Term Rentals (Airbnb, VRBO) Ordinance April 11, 2023 Verder-Aliga Agendize presentation of Marina condition issues and invite Congressional Representatives and staff to be a part of the discussion June 13, 2023 Loera-Diaz
Creation of an Unhoused Commission June 20, 2023 Bregenzer Analysis and subsequent presentation or report of the following ordinances:
• Tenant Anti-Harassment
• Rent Control
• Just Cause Evictions
• Condo/Apartment Conversion ordinance that would include rights to refusal or the right to buy or receive relocation compensation July 11, 2023 Palmares
Request on behalf of the Surveillance Advisory Board (SAB) to amend ordinance to change frequency of regular meetings beyond bi-monthly September 26, 2023 Arriola
Discussion on building permit fees for low-income housing October 24, 2023 Bregenzer Schedule Study Session on funding “how to help” for non-profits and CM to provide report mentioned at 10/24 council mtg
October 24, 2023 Loera-Diaz
Consider supplementing VPD with security services December 19, 2023 Bregenzer Consider placing moratorium on Mills Act requests until consistent program is in place
December 19, 2023 Bregenzer
Discuss rebranding of the VPD and change name to Vallejo Police Services Department
December 19, 2023 Loera-Diaz
Review of Boards/Commissions/Committees (mentioned at council meeting) Early 2024 Mayor McConnell
· Policy to support Vallejo Community Land Trust · Tenant right protection to Council
· Just cause eviction protection*
· Rent Stabilization*
May 28, 2024 Verder-Aliga
Ordinance that COV will not take a position (ex. Ceasefire/Gaza) in international conflicts. Similar to City of San Jose.

May 28, 2024 Verder-Aliga Consider & Direct the City Manager to provide quarterly reports to Council on all Housing & Public Works Projects
July 9, 2024 Loera-Diaz
Creation of a Public Safety Committee July 23, 2024 Palmares, Verder-Aliga &
McConnell
Creation of a Public Safety Task Force July 23, 2024 Palmares, Verder-Aliga &
McConnell

The updated list of all recent referrals, based on City Council action on September 10, 2024 and October 22, 2024, sorted by request date and current status, is shown in Attachment 1.

Date: November 19, 2024
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 3 ends

Below are scopes for these sixteen referrals, which include a potential schedule, responsible department(s), main tasks, and budget/resources that would be required to complete the referral. Note that if the City Council decides to move forward with multiple referrals that require work by the same department(s), those referrals will need to be prioritized as part of a future City work planning discussion and the schedules will likely need to change to account for bandwidth issues. This discussion could take place as part of the City Council’s annual goal setting meeting.

Table 2: Potential Scopes for Referrals
Topic Schedule Responsible
Department(s)
Main Tasks Budget/Resources
Short-Term Rentals (Airbnb,
VRBO) Ordinance
Begin work on
ordinance April 2025,
complete work and
present ordinance to
Council in early 2026
City Attorney,
Finance,
Planning and
Development
Services
Conduct outreach,
draft and present
ordinance,
implement
ordinance
City staff time (City
Attorney: 50 hours;
Finance: 10 hours;
Planning and
Development
Services: 100
hours)
Agendize presentation of Marina
condition issues and invite
Congressional Representatives
and staff to be a part of the
discussion
March 2025 Public Works,
Planning and
Development
Services
Assemble and
present
information on
Marina conditions
City staff time
(Public Works: 10
hours; Economic
Development: 5
hours; Planning
and Development
Services: 5 hours)
Creation of an Unhoused
Commission
Begin work in March
2025, continue until
the City Council
terminates the ad-
hoc committee
City Manager,
City Attorney
City Council
determination of
ad-hoc committee
members; staff
liaison facilitation
of and research
for the committee;
committee
recommendation
to the City Council
City staff time (per
meeting) (City
Manager’s
department: 15
hours; City
Attorney’s
department: 15
hours)
Analysis and subsequent
presentation or report of the
following ordinances:
• Tenant Anti-Harassment
• Rent Control
• Just Cause Evictions
• Condo/Apartment
Conversion
The City will analyze
these potential
programs through
the Housing Element
(Policy F 1.1.3). The
timeline noted in the
Housing Element is
begin research in
June 2025, conduct
at least four outreach
efforts, City Council
consideration of
programs or
ordinances by June
2026, and
subsequent actions,
if necessary, by
January 2028.

Establish additional
measures if
necessary by
January 2029.

Planning and
Development
Services, City
Attorney
Planning and
Development
Services
Department and
City Attorney
research these
issues and
provide
recommendation
to City Council
City staff time
(Planning and
Development
Services: 100
hours; City
Attorney: 200 +
hours)
Date: November 19, 2024
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 4 ends

Request on behalf of the
Surveillance Advisory Board
(SAB) to amend ordinance to
change frequency of regular
meetings beyond bi-monthly
March 2025 City Attorney,
City Manager,
Police
Department,
Information
Technology
City Attorney draft
ordinance for City
Council
consideration;
Police
Department, City
Attorney, and
Information
Technology staff
SAB meetings
City staff time (City
Attorney to draft
ordinance: 5 hours;
(per meeting) (City
Police Department:
5 hours; City
Attorney’s
department: 5
hours; and
Information
Technology: 5
hours)
Discussion on building permit
fees for low-income housing
June 2025 Planning and
Development
Services; City
Attorney;
Finance
Assemble and
present
information on
building permit
fees for low-
income housing
and City discretion
on such and
receive Council
direction
City staff time
(Planning and
Development
Services: 20 hours;
City Attorney: 10
hours; Finance: 5
hours)
Schedule Study Session on
funding “how to help” for non-
profits
April 2025 City Manager Assemble and
present
information on
how to help for
nonprofits and
receive Council
direction
City staff time (City
Manager: 15 hours)
Consider supplementing VPD
with security services
Begin work in May
2024, complete work
in January 2025
City Manager;
City Attorney;
Public Works
Select and
engage private
security firm to
conduct
surveillance and
report suspicious
activity to the
Police Department
City staff time (City
Manager: 20 hours
to administer
selection process;
City Attorney: 10
hours to draft and
review contract:

Public Works: 5
hours per month to
administer
contract); budget
for contract with
private security firm
Consider placing moratorium on
Mills Act requests until consistent
program is in place
October 2025 Planning and
Development
Services; City
Attorney
Agendize Council
discussion and
direction
regarding Mills Act
contracts
City staff time
(Planning and
Development
Services: 20 hours;
City Attorney: 20
hours)
Discuss rebranding of the VPD
and change name to Vallejo
Police Services Department
July 2025 Police
Department;
City Manager
Police Department
and City Manager
research topic,
conduct
community
engagement, and
present findings
and
recommendations
City staff time
(Police Department:
20 hours; City
Manager: 20
hours); budget for
contract with
branding firm and
new collateral
Date: November 19, 2024
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 5 ends

to City Council
Review of
Boards/Commissions/Committees
(mentioned at council meeting)
Begin work in
January 2024,
complete work in
April 2025
City Attorney;
City Manager;
City Clerk
Select and
engage consultant
to analyze City
boards and
commissions and
provide findings
and
recommendations;
present findings
and
recommendations
to the City Council
City staff time (City
Attorney: 30 hours;
City Manager: 15
hours; City Clerk:
10 hours)
· Policy to support Vallejo
Community Land Trust
· Tenant right protection to
Council
· Just cause eviction
protection*
· Rent Stabilization*
Consider combining
with separate referral
on tenant anti-
harassment, rent
control, just cause
evictions, and
condo/apartment
conversion
Adding these
additional issues
will add at least 50
hours of staff time.

Ordinance that COV will not take
a position (ex. Ceasefire/Gaza) in
international conflicts. Similar to
City of San Jose.

April 2025 City Attorney;
City Manager
City Attorney draft
resolution for City
Council
consideration
City staff time (City
Attorney: 5 hours;
City Manager: 5
hours)
Consider & Direct the City
Manager to provide quarterly
reports to Council on all Housing
& Public Works Projects
April 2025 City Manager;
Public Works
City Manager and
Public Works
create reports
City staff time (per
quarter) (Public
Works: 5 hours;
City Manager: 5
hours)
Creation of a Public Safety
Committee
Begin work in April
2025, continue until
the City Council
terminates the
committee
Police
Department
City Council
determination of
committee
members; staff
liaison facilitation
of and research
for the committee;
committee
recommendation
to the City Council
City staff time (per
meeting) (Police
Department: 15
hours; City
Manager: 5 hours;
City Attorney: 10
hours)
Creation of a Public Safety Task
Force
Begin work in April
2025, continue until
the City Council
terminates the task
force
Police
Department
City Council
determination of
task force
members; staff
liaison facilitation
of and research
for the task force;
task force
recommendation
to the City Council
City staff time (per
meeting) (Police
Department: 15
hours; City
Attorney: 20 hours)

FISCAL IMPACT

The fiscal impact of implementing the sixteen Council referrals under consideration is noted in the Date: November 19, 2024
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL REFERRALS

Page 6 ends

Budget/Resources column of Table 2 above. Some of the required resources are already within the FY 2024- 2025 adopted budget. For some referrals, if approved for implementation, additional resources would need to be allocated by the City Council.

ENVIRONMENTAL REVIEW

This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. City of Vallejo – City Council Referrals (Updated October 22, 2024) – Sorted by Request Date and Current Status

CONTACT
Andrew Murray, City Manager (707) 648-4576
[email protected]

City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Number Requester Date Requested
(Step 0)
Topic Current Status Decision to Direct
Staff to Scope (Step
1) on Agenda
Step 1 Action
(Approved/Denied)
Decision to Direct
Staff to Implement
(Step 2) on Agenda
Step 2 Action
(Approved/Denied)
Completed Implementation
Completion Date
Responsible
Department
Step Notes Other Notes
2 Mayor
McConnell and
Loera-Diaz
Late 2022 Options for Locating Safer
RV/Vehicle Locations and
Potential Services in
Partnership with Local
Nonprofits
Completed February 14, 2023 Approved. April 11, 2023 Approved. Date for Step 2 TBD by City
Manager but not
later than June 30,
2023.

Yes June 30, 2023 City
Manager/Planning and
Development Services
Requested unknown;
Approved to move to Step 2
February 14, 2023;
Approved to implement
(Step 3) April 11, 2023;
Completed June 30, 2023
Discussed as part of a
broader workshop on
homelessness on June 20,
2023. This issue will also
again be considered when
staff presents a proposed
updated homeless strategy
on October 8, 2024.
10 Loera-Diaz May 23, 2023 Request CDOJ continue
partnership in ongoing
collaborative reform
efforts relating to VPD
beyond expiration date of
current agreement
Completed June 13, 2023 Approval to move to
Step 2
Yes Police Department Requested May 23, 2023;
Approved to move to Step 2
June 13, 2023
Completed with the
execution of the
Settlement Agreement
between the City and DOJ.
1 Palmares Late 2022 Mare Island CFD/MISTEA Approved for implementation,
awaiting completion
April 25, 2023 -
staff presented as
an informational
item
Approved. Directed
staff to allow
MISTEA to make a
presentation
May 30, 2023 Economic DevelopmentRequested unknown;
Approved to move to Step 2
April 25, 2023; Approved
to implement (Step 3) May
30, 2023; Completed March
26, 2024
Item returned to Council
on 3/26/24. Staff was
directed to restructure
the CFDs at the time of
the new MISP approval and
implementation when the
land densities will be
known and can be accounted
for within future
development.
3 Bregenzer Early 2023 Tobacco Retail Licensing
(TRL) Ordinance
Approved for
implementation,
awaiting completion
April 11, 2023 Approval to move to
Step 2
April 25, 2023 Approved. Directed
staff to return to
Council with a
comprehensive
ordinance for its
consideration
Planning and
Development
Services, City
Attorney
Requested unknown;
Approved to move to Step 2
April 11, 2023; Approved
to implement (Step 3)
April 25, 2023
Introduction of Ordinance
on June 25, 2024. Council
directed CAO to hold
retailer/coalition
workshops held in August.

Item is scheduled to
return to Council for
direction on Sept. 24,
2024.
4 Mayor
McConnell
January 2023 Create council ad-hoc
committee: 1) for purposes
of reviewing City Charter
Approved for
implementation,
awaiting completion
March 14, 2023 Approval to move to
Step 2. Scope to be
presented to Council
in October 2024.

October 22, 2024 City Manager/City
Attorney/City Clerk
Requested January 2023;
Approved to move to Step 2
on March 14, 2023
5 Mayor
McConnell
January 2023 Create council ad-hoc
committee: 2) Revise VMC
Chapter 2.02 related to
Council
Meetings/Rules/Meeting
Procedures.

Approved for
implementation,
awaiting completion
March 14, 2023 Approval to move to
Step 2. Scope to be
presented to Council
in October 2024.

October 22, 2024 City Manager/City
Attorney/City Clerk
Requested January 2023;
Approved to move to Step 2
on March 14, 2023
Councilmember Bregenzer
requested rule to adjourn
meetings at 10 pm and
items not covered move to
next meeting agenda
(requested at 10/10/23
mtg)
7 Bregenzer May 9, 2023 Sale of Herbert House Approved for implementation,
awaiting completion
October 10, 2023 Approved. Return to
Council sometime in
December 2023 to
include sale of
house and underlying
property
December 12, 2023 Approved. Staff was
directed to return
to Council with lot
diagrams and obtain
further direction on
the sale.

Economic
Development/Public
Works
Requested May 9, 2023;
Approved to move to Step 2
October 10, 2023; Approved
to implement (Step 3)
December 12, 2023
Appraisal contract
approved August 2024,
staff will agendize closed
session discussion with
City Council by end of
year 2024
9 Bregenzer May 23, 2023 Establish 2-person council
ad-hoc subcommittee on
collaborative reform
efforts related to VPD
Approved for
implementation,
awaiting completion
June 13, 2023 Approval to move to
Step 2. Scope to be
presented to Council
in October 2024.

October 22, 2024 City Manager/City
Attorney/City
Clerk/Police
Department
Requested May 23, 2023;
Approved to move to Step 2
June 13, 2023
Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 11 Bregenzer May 23, 2023 Additional Red Light
Enforcement Cameras to
assist PD
Approved for
implementation,
awaiting completion
September 26, 2023 Approved. Staff
directed to bring
Step 2 back to
Council for further
discussion
December 12, 2023 Approved. Police Requested May 23, 2023; Approved to move to Step 2
September 26, 2023
Staff was directed to
return to Council
following
review/discussion with
recommendations from SAB.

See minutes from
12/12/2023. Staff will
agendize for SAB
discussion.
14 Loera-Diaz Mid 2023 Dispatch Move Update Approved for implementation,
awaiting completion
October 24, 2023 Update and directed
staff on the final
relocation site for
a temporary
emergency Dispatch
Center at 111 Amador
Street
May 14, 2024 Adopted Resolution
awarding
construction
contract to Whitley
Manufacturing Co.

Public Works Requested unknown;
Approved to move to Step 2
(scoping) October 24,
2023; approved to
implement (Step 3) May 14,
2024
17 Loera-Diaz September 2023 Building Permit Fee
Waivers to protect
businesses from theft and
process for business
retention grant
applications/awarding
grants
Approved for
implementation,
awaiting completion
November 28, 2023 Approval to move to
Step 2
7/23/24 - Small
Business Hardening
Grant Program
Approved Small
Business Hardening
Grant Program at
7/23/24 meeting
Economic DevelopmentRequested September 2023;
Approved to move to Step 2
(scoping) November 28,
2023; Approved to
implement (Step 3) July
23, 2024
Council approved a program
at its 7/23 meeting with
additional funding to
return to Council as part
of the next ARPA scrub.
25 McConnell &
Loera-Diaz
February 27, 2024 Consideration of
increasing fines,
penalties, impoundment
rules and other deterrents
related to Sideshow
activities
Approved for
implementation,
awaiting completion
March 12, 2024 Approval to move to
Step 2. Scope to be
presented to Council
in October 2024.

October 22, 2024 Police Department
and City Attorney
Requested February 27,
2024; Approved to move to
Step 2 March 12, 2024
Direction at 3/12/24
meeting, return to Council
to include research on
ideas expressed as rapidly
as possible. An ordinance
has been drafted and will
be brought to Council.
26 Loera-Diaz March/April 2024 Audit for Broadway Project Approved for implementation,
awaiting completion
May 14, 2024 Approval to move to
Step 2
July 9, 2024 Approved Finance Requested unknown;
Approved to move to Step 2
May 14, 2024; Approved to
move to implementation
(Step 3) July 9, 2024
Council authorized
initiation of a process
for audit with MRG for
Broadway Project. Auditor
to report to Council and
CM. Audit to include
financials, review dates,
timelines, deadlines with
outcomes provided to
Council and CM.
6 Verder-Aliga April 11, 2023 Short-term Rentals (Air
BnB, VRBO) Ordinance
Request again at 5/28/24
cc mtg.

Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Finance, City
Attorney, Planning
and Development
Services
Requested April 11, 2023 Discuss policy
implications with Council
first
12 Loera-Diaz June 13, 2023 Agendize Marina condition
issues and invite
Congressional Reps and
staff to be a part of the
discussion
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Public Works Requested June 13, 2023
13 Bregenzer June 20, 2023 Creation of an Unhoused
Commission
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested June 20, 2023
City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 15 Palmares July 11, 2023 Analysis and subsequent
presentation or report of
the following ordinances
· Tenant anti-
harassment
· Rent Control*
· Just Cause
Evictions*
· Condo/Apartment
Conversion ordinance that
would include rights to
refusal or the right to
buy or receive relocation
compensation
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development
Services, City
Attorney
Requested July 11, 2023;
Topic revised at September
10, 2024 Council meeting
Council to prioritize
requested items
*requested by
Councilmember Verder-Aliga
at 5/28/24 council
meeting.

The topic was narrowed at
the City Council meeting
on September 10, 2024.
18 Arriola September 26, 2023 Request on behalf of SAB
to amend ordinance to
change frequency of
regular meetings beyond bi-
monthly
CM Verder-Aliga supported
this at the 7/23/24 cc
mtg.

Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Police Department,
City Attorney
Requested September 26,
2023
19 Bregenzer October 24, 2023 Discussion on building
permit fees for low-income
housing
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development Services
Requested October 24, 2023
20 Loera-Diaz October 24, 2023 Schedule Study Session on funding “how to help” for
non-profits and CM to
provide report mentioned
at 10/24 council mtg.

Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager Requested October 24, 2023
21 Bregenzer December 19, 2023 Consider supplementing VPD with Security Services
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Police Department Requested December 19,
2023
The City issued an RFP for
private security services
and is reviewing
proposals.
22 Bregenzer December 19, 2023 Consider placing
moratorium on Mills Act
requests until consistent
program is in place
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development Services
Requested December 19,
2023
23 Loera-Diaz December 19, 2023 Discuss rebranding of the VPD and change name to
Vallejo Police Services
Department
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/Police
Department
Requested December 19,
2023
24 Mayor
McConnell
Early 2024 Review of
Boards/Commissions/Committ
ees (mentioned at council
meeting)
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested unknown Received Scope of Work
(SOW) from MRG 12/2023.

Consultant completed work
and submitted a draft to
staff March 2024. Draft is
with Veronica and Andrew
to review/provide
comment/recommended
updates to draft.

Tentatively scheduled for
10/8/24 council meeting
City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 27 Verder-Aliga May 28, 2024 · Policy to
support Vallejo Community
Land Trust
· Tenant right
protection to Council
· Just cause
eviction protection*
· Rent
Stabilization*
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development Services
Requested May 28, 2024;
Topic revised at September
10, 2024 Council meeting
*requested by
Councilmember Palmares at
July 11, 2023 meeting.

Topic modified during
Council meeting on
September 10, 2024.28 Verder-Aliga May 28, 2024 Ordinance for COV will not take a position (ex.

Ceasefire/Gaza) in
international conflicts.

Similar to City of San
Jose
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested May 28, 2024
29 Loera-Diaz July 9, 2024 Consider & Direct the City
Manager to provide
quarterly reports to
Council on all Housing &
Public Works Projects
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City
Manager/Planning and
Development
Services/Public
Works
Requested July 9, 2024
30 Palmares,
Verder-Aliga
& McConnell
July 23, 2024 Creation of a Public
Safety Committee
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City
Clerk/Police
Department
Requested July 23, 2024 At Council meeting on
September 10, 2024,
Council directed that the
original referral
regarding a committee and
task force to be split
into two different
referrals. This is one
half of the original
referral.
32 Palmares,
Verder-Aliga
& McConnell
July 23, 2024 Creation of a Public
Safety Task Force
Awaiting scope from
staff
September 10, 2024 Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City
Clerk/Police
Department
Requested July 23, 2024 There had previously been
one referral, 30, related
to a committee and task
force. At Council meeting
on September 10, 2024,
Council directed that
referral to be split into
two different referrals.

Yes June 30, 2023 City
Manager/Planning
and Development
Services
Requested unknown;
Approved to move to Step 2
February 14, 2023;
Approved to implement
(Step 3) April 11, 2023;
Completed June 30, 2023
Discussed as part of a
broader workshop on
homelessness on June 20,
2023. This issue will also
again be considered when
staff presents a proposed
updated homeless strategy
on October 8, 2024.
10 Loera-Diaz May 23, 2023 Request CDOJ continue
partnership in ongoing
collaborative reform
efforts relating to VPD
beyond expiration date of
current agreement
Completed June 13, 2023 Approval to move to
Step 2
Yes Police DepartmentRequested May 23, 2023;
Approved to move to Step 2
June 13, 2023
Completed with the
execution of the
Settlement Agreement
between the City and DOJ.
1 Palmares Late 2022 Mare Island CFD/MISTEAApproved for implementation,
awaiting completion
April 25, 2023 -
staff presented as
an informational
item
Approved. Directed
staff to allow
MISTEA to make a
presentation
May 30, 2023 Economic
Development
Requested unknown;
Approved to move to Step 2
April 25, 2023; Approved
to implement (Step 3) May
30, 2023; Completed March
26, 2024
Item returned to Council
on 3/26/24. Staff was
directed to restructure
the CFDs at the time of
the new MISP approval and
implementation when the
land densities will be
known and can be accounted
for within future
development.
3 Bregenzer Early 2023 Tobacco Retail Licensing
(TRL) Ordinance
Approved for
implementation,
awaiting completion
April 11, 2023 Approval to move to
Step 2
April 25, 2023 Approved. Directed
staff to return to
Council with a
comprehensive
ordinance for its
consideration
Planning and
Development
Services, City
Attorney
Requested unknown;
Approved to move to Step 2
April 11, 2023; Approved
to implement (Step 3)
April 25, 2023
Introduction of Ordinance
on June 25, 2024. Council
directed CAO to hold
retailer/coalition
workshops held in August.

Item is scheduled to
return to Council for
direction on Sept. 24,
2024.
4 Mayor McConnellJanuary 2023 Create council ad-hoc
committee: 1) for purposes
of reviewing City Charter
Approved for
implementation,
awaiting completion
March 14, 2023 Approval to move to
Step 2. Scope to be
presented to
Council in October
2024.

October 22, 2024 City Manager/City
Attorney/City Clerk
Requested January 2023;
Approved to move to Step 2
on March 14, 2023
5 Mayor McConnellJanuary 2023 Create council ad-hoc
committee: 2) Revise VMC
Chapter 2.02 related to
Council
Meetings/Rules/Meeting
Procedures.

Approved for
implementation,
awaiting completion
March 14, 2023 Approval to move to
Step 2. Scope to be
presented to
Council in October
2024.

October 22, 2024 City Manager/City
Attorney/City Clerk
Requested January 2023;
Approved to move to Step 2
on March 14, 2023
Councilmember Bregenzer
requested rule to adjourn
meetings at 10 pm and
items not covered move to
next meeting agenda
(requested at 10/10/23
mtg)
7 Bregenzer May 9, 2023 Sale of Herbert HouseApproved for implementation,
awaiting completion
October 10, 2023Approved. Return to
Council sometime in
December 2023 to
include sale of
house and
underlying property
December 12, 2023Approved. Staff was
directed to return
to Council with lot
diagrams and obtain
further direction
on the sale.

October 22, 2024 City Manager/City
Attorney/City
Clerk/Police
Department
Requested May 23, 2023;
Approved to move to Step 2
June 13, 2023
Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 11 Bregenzer May 23, 2023 Additional Red Light
Enforcement Cameras to
assist PD
Approved for
implementation,
awaiting completion
September 26, 2023Approved. Staff
directed to bring
Step 2 back to
Council for further
discussion
December 12, 2023Approved. Police Requested May 23, 2023; Approved to move to Step 2
September 26, 2023
Staff was directed to
return to Council
following
review/discussion with
recommendations from SAB.

See minutes from
12/12/2023. Staff will
agendize for SAB
discussion.
14 Loera-Diaz Mid 2023 Dispatch Move UpdateApproved for implementation,
awaiting completion
October 24, 2023Update and directed
staff on the final
relocation site for
a temporary
emergency Dispatch
Center at 111
Amador Street
May 14, 2024 Adopted Resolution
awarding
construction
contract to Whitley
Manufacturing Co.

Public Works Requested unknown;
Approved to move to Step 2
(scoping) October 24,
2023; approved to
implement (Step 3) May 14,
2024
17 Loera-Diaz September 2023 Building Permit Fee
Waivers to protect
businesses from theft and
process for business
retention grant
applications/awarding
grants
Approved for
implementation,
awaiting completion
November 28, 2023Approval to move to
Step 2
7/23/24 - Small
Business Hardening
Grant Program
Approved Small
Business Hardening
Grant Program at
7/23/24 meeting
Economic
Development
Requested September 2023;
Approved to move to Step 2
(scoping) November 28,
2023; Approved to
implement (Step 3) July
23, 2024
Council approved a program
at its 7/23 meeting with
additional funding to
return to Council as part
of the next ARPA scrub.
25 McConnell & Loera-
Diaz
February 27, 2024Consideration of
increasing fines,
penalties, impoundment
rules and other deterrents
related to Sideshow
activities
Approved for
implementation,
awaiting completion
March 12, 2024 Approval to move to
Step 2. Scope to be
presented to
Council in October
2024.

October 22, 2024 Police Department
and City Attorney
Requested February 27,
2024; Approved to move to
Step 2 March 12, 2024
Direction at 3/12/24
meeting, return to Council
to include research on
ideas expressed as rapidly
as possible. An ordinance
has been drafted and will
be brought to Council.
26 Loera-Diaz March/April 2024Audit for Broadway ProjectApproved for implementation,
awaiting completion
May 14, 2024 Approval to move to
Step 2
July 9, 2024 Approved Finance Requested unknown;
Approved to move to Step 2
May 14, 2024; Approved to
move to implementation
(Step 3) July 9, 2024
Council authorized
initiation of a process
for audit with MRG for
Broadway Project. Auditor
to report to Council and
CM. Audit to include
financials, review dates,
timelines, deadlines with
outcomes provided to
Council and CM.
6 Verder-Aliga April 11, 2023 Short-term Rentals (Air
BnB, VRBO) Ordinance
Request again at 5/28/24
cc mtg.

Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Finance, City
Attorney, Planning
and Development
Services
Requested April 11, 2023Discuss policy
implications with Council
first
12 Loera-Diaz June 13, 2023 Agendize Marina condition
issues and invite
Congressional Reps and
staff to be a part of the
discussion
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Public Works Requested June 13, 2023
13 Bregenzer June 20, 2023 Creation of an Unhoused
Commission
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested June 20, 2023
City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 15 Palmares July 11, 2023 Analysis and subsequent
presentation or report of
the following ordinances
· Tenant anti-
harassment
· Rent Control*
· Just Cause
Evictions*
· Condo/Apartment
Conversion ordinance that
would include rights to
refusal or the right to
buy or receive relocation
compensation
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

The topic was narrowed at
the City Council meeting
on September 10, 2024.
18 Arriola September 26, 2023Request on behalf of SAB
to amend ordinance to
change frequency of
regular meetings beyond bi-
monthly
CM Verder-Aliga supported
this at the 7/23/24 cc
mtg.

Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Police Department,
City Attorney
Requested September 26,
2023
19 Bregenzer October 24, 2023Discussion on building
permit fees for low-income
housing
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development
Services
Requested October 24, 2023
20 Loera-Diaz October 24, 2023Schedule Study Session on funding “how to help” for
non-profits and CM to
provide report mentioned
at 10/24 council mtg.

Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager Requested October 24, 2023
21 Bregenzer December 19, 2023Consider supplementing VPD with Security Services
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Police DepartmentRequested December 19,
2023
The City issued an RFP for
private security services
and is reviewing
proposals.
22 Bregenzer December 19, 2023Consider placing
moratorium on Mills Act
requests until consistent
program is in place
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development
Services
Requested December 19,
2023
23 Loera-Diaz December 19, 2023Discuss rebranding of the VPD and change name to
Vallejo Police Services
Department
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/Police
Department
Requested December 19,
2023
24 Mayor McConnellEarly 2024 Review of
Boards/Commissions/Committ
ees (mentioned at council
meeting)
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested unknown Received Scope of Work
(SOW) from MRG 12/2023.

Consultant completed work
and submitted a draft to
staff March 2024. Draft is
with Veronica and Andrew
to review/provide
comment/recommended
updates to draft.

Tentatively scheduled for
10/8/24 council meeting
27 Verder-Aliga May 28, 2024 · Policy to
support Vallejo Community
Land Trust
· Tenant right
protection to Council
· Just cause
eviction protection*
· Rent
Stabilization*
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

Planning and
Development
Services
Requested May 28, 2024;
Topic revised at September
10, 2024 Council meeting
*requested by
Councilmember Palmares at
July 11, 2023 meeting.

Topic modified during
Council meeting on
September 10, 2024.

City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 28 Verder-Aliga May 28, 2024 Ordinance for COV will not take a position (ex.

Ceasefire/Gaza) in
international conflicts.

Similar to City of San
Jose
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City Clerk
Requested May 28, 2024
29 Loera-Diaz July 9, 2024 Consider & Direct the City
Manager to provide
quarterly reports to
Council on all Housing &
Public Works Projects
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City
Manager/Planning
and Development
Services/Public
Works
Requested July 9, 2024
30 Palmares, Verder-
Aliga & McConnell
July 23, 2024 Creation of a Public
Safety Committee
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City
Clerk/Police
Department
Requested July 23, 2024At Council meeting on
September 10, 2024,
Council directed that the
original referral
regarding a committee and
task force to be split
into two different
referrals. This is one
half of the original
referral.
32 Palmares, Verder-
Aliga & McConnell
July 23, 2024 Creation of a Public
Safety Task Force
Awaiting scope from
staff
September 10, 2024Approved. Scope to
be presented to
Council in November
2024.

City Manager/City
Attorney/City
Clerk/Police
Department
Requested July 23, 2024There had previously been
one referral, 30, related
to a committee and task
force. At Council meeting
on September 10, 2024,
Council directed that
referral to be split into
two different referrals.

This is one half of the
original referral.
33 Palmares September 10, 2024Create short-term economic development strategy for
downtown
Pending Council
decision on whether
to direct staff to
scope
Economic
Development
Department
8 Mayor McConnell
and Arriola
May 12, 2023 Pursue creation of Vallejo
Vocational Arts School
Eliminated September 10, 2024Referral withdrawn
by requester
City Manager Referral withdrawn by
requester at September 10,
2024 Council meeting
16 Palmares July 25, 2023 Discuss review of live
aboard fees at the Vallejo
Marina
Eliminated September 10, 2024Referral withdrawn
by requester
Public Works Referral withdrawn by
requester at September 10,
2024 Council meeting
31 Palmares July 23, 2024 Address homelessness
encampments at Vallejo
Heights. Look at City of
New Orleans as they have
been successful. Meet with
Association and City staff
to come up with solutions
as expeditiously as
possible
Eliminated September 10, 2024Referral withdrawn
by requester
City
Manager/Planning
and Development
Services
Referral withdrawn by
requester at September 10,
2024 Council meeting
34 Palmares December 10, 2024Ordinance addressing
prostitution
Awaiting scope from
staff
35 Palmares December 10, 2024Update on current state of permitting process with
PDS and ways for
improvement for the
process to be more
accessible
Awaiting scope from
staff
36 Palmares December 30, 2024City-wide performance
audit
Awaiting scope from
staff
37 Lediju January 14, 2025Whistleblowing
Policy/Program
Awaiting scope from
staff
38 Lediju January 14, 2025Update on the status of
the negotiations with the
Sheriff's Office regarding
law enforcement assistance
Awaiting scope from
staff
City of Vallejo - City Council Referrals
Sorted by Date of Request
Updated October 23, 2024 (following Council direction at October 22, 2024 Council meeting) Step 0 - Council Member requests at Council meeting that issue be agendized for future Council meeting to be considered for scoping Step 1 - Council discusses issue at a Council meeting to decide whether to direct staff to scope a project related to the issue Step 2 - Council discusses scope of project and decides whether to direct staff to implement project Step 3 - Council has directed staff to implement project and staff is working to complete project 39 Lediju January 14, 2025Update on the Scotts
Valley Band of Pomo
Indians Casino Project
Awaiting scope from
staff
40 Gordon January 14, 2025Update on the City's
Disaster Preparedness
Awaiting scope from
staff
41 Matias January 14, 2025Public Safety Public
Workshop
Awaiting scope from
staff
42 Matias January 14, 2025Evaluation of Existing
City Boards, Commissions
and Committees
Awaiting scope from
staff
43 Sorce January 28, 2025Overview of City
litigation
Awaiting scope from
staff
44 Sorce January 28, 2025Closed session to review
City Manager's recent
performance evaluation
Awaiting scope from
staff
45 Sorce January 28, 2025Closed session to review
City Attorney's recent
performance evaluation
Awaiting scope from
staff
ACTION ITEM 9.F.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Dawn G. Abrahamson, City Clerk
SUBJECT: REPEAL RESOLUTION NO. 25-005 N.C. AND ADOPT A NEW RESOLUTION

CONSENTING TO AND APPROVING VARIOUS CHANGES TO COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR 2025

RECOMMENDATION
Repeal Resolution No. 25-005 N.C. and adopt a new resolution consenting to and approving changes to various appointments to Commissions, Boards and Committees for 2025.

REASONS FOR RECOMMENDATION
Pursuant to Vallejo Municipal Code Section 2.02.350D, appointments to boards, commissions and committees shall be considered and acted upon by the City Council in open public meetings of the council, unless otherwise permitted by law. Pursuant to 2.02.350E, the Mayor is authorized to make appointments, with the consent of the City Council, to committees composed solely of councilmembers and to special ad hoc committees of limited duration of purpose. Additional sources of authority, as cited in the attachment to the resolution, may provide for the mayoral appointments to other boards and bodies. The Mayor undertakes a review of mayoral appointments at the beginning of each calendar year.

This item is returning to Council for its consideration as the Council needs to revisit the public safety-related committees and several others that were left to be determined at a later date, including nonprofit organizations, and adding Green Empowerment Zone (GEZ) missing from the list of assignments adopted by Council on January 14.

BACKGROUND AND DISCUSSION
At its meeting on January 14, 2025, the Council adopted Resolution No. 25-005 N.C., a resolution consenting to and approving various appointments to Commissions, Boards and Committees for 2025. At that meeting, the Council agreed to return at a future meeting to revisit the public safety-related committees and several others that were left to be determined, including nonprofit organizations.

The Council needs to determine whether or not council liaison appointments are necessary to the following community based organizations and county regional/inter-agency/State Committees/Boards:

Community Based Organizations
Vallejo Center for the Arts
Fighting Back Partnership
Humane Society of the North Bay
Senior Citizens Council
Vallejo Convention & Visitors Bureau
Vallejo Golf Club
Vallejo First Corp

Date: February 11, 2025
Subject: REPEAL RESOLUTION NO. 25-005 N.C. AND ADOPT A NEW RESOLUTION

CONSENTING TO AND APPROVING VARIOUS CHANGES TO COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR 2025

Page 2 ends

County/Regional/Inter-Agency/State-Committees/Boards
Solano 360 Implementation Committee
Solano Open Space (active JPA Governing Board consisting of 1 representative from the County, Vallejo, Benicia and Fairfield City Councils. A request for a new delegate and alternate has been requested) Vallejo Business Education Alliance

At its January 14 meeting, the Council agreed to revisit the public safety committees (Public Safety Committee and Public Safety & Quality of Life Ad-hoc Committee). Background information on both of these is included below to provide context to assist with Council's discussion.

Public Safety Council Subcommittees
Public Safety Committee
This Council Subcommittee was originally created on December 20, 2011 consisting of 2 councilmembers. In January 2012, the size of this subcommittee was increased to 3 members with changes to define the specific objectives of the Committee.

On February 28, 2012, the membership to this Subcommittee was reduced back to 2 members of the City Council including defining the purpose and responsibilities of the City Council Public Safety Committee as follows:

1. Receive referrals and make recommendations to the City Council regarding public safety issues within the City Council's discretion.

2. Receive public input regarding enhancement of public safety in the community from an Ad-hoc Citizens Public Safety Advisory Committee. The Ad-Hoc Citizens Public Safety Advisory Committee was established April 3, 2012 as an advisory to the City Council Public Safety Committee for a limited duration and was charged with 3 specific subject areas. In January of 2013, the ad-hoc committee completed its work with a final report to the City Council and was dissolved.

3. Review opportunities for public safety cost savings, revenue opportunities and enhanced technology to create a safer community.

4. Review ongoing enhancements of public safety underway in the police and fire departments (i.e., Implementation of Assessment Report items).

Public Safety & Quality of Life Ad-hoc Subcommittee
This Council ad-hoc subcommittee was created on May 28, 2024 to work with staff from the City Manager's Office and City Attorney's Office to develop and implement a strategy plan for requesting state and/or federal resources to address Vallejo's Public Safety Staffing Emergency and other quality of life issues. Former Mayor McConnell and Councilmembers Bregenzer and Matulac were appointed to this ad-hoc subcommittee for a period of 2 years. This ad-hoc subcommittee met at least once following its creation.

Additional Public Safety Related Council Subcommittees: As part of the Council's referrals process, a request to create a Public Safety Task Force was requested by Councilmember Palmares and former Mayor McConnell and Councilmember Verder-Aliga in July of 2024. Staff presented scopes for 16 referrals, including this one at the Council meeting on November 19, 2024. The City Council did not take any action on the referrals and directed staff to return to City Council in February 2025 to get direction from the new City Council. This referral is also included in the staff report to Council this evening as Action Calendar Item 9F.

An additional referral to create an ad-hoc subcommittee to work with City staff on settlement agreement with Date: February 11, 2025
Subject: REPEAL RESOLUTION NO. 25-005 N.C. AND ADOPT A NEW RESOLUTION

CONSENTING TO AND APPROVING VARIOUS CHANGES TO COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR 2025

Page 3 ends

CALDOJ reform requirements was requested by Councilmember Bregenzer in May 2023. During the October 22, 2024 City Council meeting, Council supported the creation of an Ad-Hoc Subcommittee to work with City staff on the required reform efforts. This item is before Council this evening as Action Calendar Item 9H.

Lastly, it was mentioned by Councilmember Matulac at the January 14 meeting that the Green Empowerment Zone (GEZ) was missing from the list of assignments. Councilmember Matulac was appointed as delegate and Councilmember Palmares as alternate by Council at their October 22, 2024 meeting for a 2-year term.

GEZ has been added to the attached list (Attachment 2).

Staff is recommending Council repeal Resolution No. 25-005 N.C. and adopt a new resolution consenting to and approving changes to the list of assignments for 2025. Once a revised list has been adopted, staff will provide Council with a final list of assignments that will include assigned city staff or departments that will be a resorce to council on these assignments.

FISCAL IMPACT
There is no fiscal impact in the filling of vacancies on standing committees.

ATTACHMENTS

1. ADOPT RESOLUTION REPEALING AND REPLACING RESOLUTION NO. 25-005 MAKING COUNCIL

APPOINTMENTS TO VARIOUS COMMISSIONS BOARDS AND COMMITTEES -CAO STAMP

2. 2025 Adopted Council Appointments List 011425

CONTACT
Dawn G. Abrahamson, City Clerk, (707) 648-4528
[email protected]

Approved as to form:

By: for
Veronica Nebb, City Attorney
RESOLUTION NO. 25-_____ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO REPEALING AND REPLACING RESOLUTION NO. 25-005 MAKING COUNCIL APPOINTMENTS TO VARIOUS COMMISSIONS, BOARDS AND COMMITTEES FOR 2025
WHEREAS, pursuant to Vallejo Municipal Code Section 2.02.350 D, appointments to boards, commissions and committees shall be considered and acted upon by the Council in open public meetings of the Council, unless otherwise permitted by law; and WHEREAS, pursuant to Vallejo Municipal Code section 2.02.350 E, the Mayor is authorized to make appointments to committees composed solely of Council members and to special ad hoc committees of limited duration of purpose with the consent of the City Council; and WHEREAS, a Council liaison is assigned to each of the various City commissions, boards and committees and other bodies; and
WHEREAS, it is necessary to designate the City of Vallejo representative to various County, regional and statewide boards and commissions and other agencies to serve as board members, members and delegates as a means of furthering the City's interests; and WHEREAS, it is necessary to nominate a City of Vallejo representative on advisory committees of other public entities for the appointment by the Board of such public entities; and WHEREAS, at its regular meeting held on January 14, 2025, the Council adopted Resolution No. 25-005 N.C., a resolution making appointments to various Commissions, Boards and Committees for 2025; and
WHEREAS, since that meeting it has been recognized that the appointments to the Green Empowerment Zone (GEZ) were missing. In addition, the Council needed to revisit the public safety committees and the removal of appointments to nonprofit organizations with an expressed desire to only appoint representatives to public or quasi-public agencies resulting in the need to repeal Resolution No. 25-005 N.C. and requiring further Council consent and approval to various appointments to Commissions, Boards and Committees for 2025.

NOW, THEREFORE, BE IT RESOLVED that Resolution No. 25-005 is hereby repealed.

BE IT FURTHER RESOLVED that the attached list of appointments attached hereto, and incorporated herein by reference, for calendar year 2025 are hereby made, consented to and confirmed as applicable.

BE IT FURTHER RESOLVED that said appointments shall continue until a successor is duly appointed.

Adopted by the City Council of the City of Vallejo at a regular meeting held on February 11, 2025 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________________

ANDREA SORCE, MAYOR
ATTEST:

______________________________________
DAWN G. ABRAHAMSON, CITY CLERK
COUNCIL APPOINTMENTS-2025
January 14, 2025
1 COUNCIL LIAISON APPOINTMENTS TO CITY COMMISSIONS/BOARDS/COMMITTEES

NAME OF COMMISSION,

BOARD OR COMMITTEE COUNCIL LIAISON NUMBER OF

APPOINTMENTS MEETING INFORMATION

ARCHITECTURAL

HERITAGE & LANDMARK

COMMISSION

BREGENZER ONE
3RD THURSDAY MONTHLY
6:30 P.M.

CITY COUNCIL CHAMBERS

BEAUTIFICATION

COMMISSION GORDON ONE
1st WEDNESDAY 6:00 P.M.

BI-MONTHLY

CITY COUNCIL CHAMBERS

CIVIL SERVICE

COMMISSION LEDIJU ONE
2ND MONDAY MONTHLY
5:15 P.M.

CITY COUNCIL CHAMBERS

CODE ENFORCEMENT

APPEALS BOARD MATIAS ONE
4TH THURSDAY 6:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

COMMISSION ON CULTURE

AND THE ARTS MATIAS ONE
4th MONDAY 6:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

DESIGN REVIEW BOARD PALMARES ONE
2ND THURSDAY MONTHLY
7:00 P.M.

CITY COUNCIL CHAMBERS

ECONOMIC DEVELOPMENT

COMMISSION MATIAS ONE
2ND WEDNESDAY BI-MONTHLY- AS
NEEDED 6:00 P.M.

CITY COUNCIL CHAMBERS

HOUSING & COMMUNITY

DEVELOPMENT

COMMISSION

LEDIJU ONE
1ST THURSDAY 7:00 P.M.

MONTHLY

CITY COUNCIL CHAMBERS

HUMAN RELATIONS

COMMISSION MATULAC ONE
4TH WEDNESDAY IN THE MONTHS

OF JANUARY, APRIL, JULY &
OCTOBER AS NEEDED 6:00 P.M.

CITY COUNCIL CHAMBERS

MARINA ADVISORY

COMMITTEE PALMARES ONE
1ST THURSDAY QUARTERLY
5:00 P.M.

CITY COUNCIL CHAMBERS

MCCUNE COLLECTION
COMMISSION PALMARES ONE 1st MONDAY BI-MONTHLY 5:00 P.M.

CITY COUNCIL CHAMBERS

PLANNING COMMISSION MATULAC ONE
1ST & 3RD MONDAY MONTHLY
7:00 P.M.

CITY COUNCIL CHAMBERS

SISTER CITY COMMISSION GORDON ONE
3RD MONDAY 5:30 P.M.

BI-MONTHLY

VALLEJO ROOM

PARTICIPATORY

BUDGETING STEERING

COMMITTEE

BREGENZER

GORDON TWO
3RD WEDNESDAY 6:30 P.M.

MONTHLY

COUNCIL CHAMBERS

POLICE OVERSIGHT AND

ACCOUNTABILITY

COMMISSION

LEDIJU ONE VALLEJO ROOM

SURVEILLANCE ADVISORY
BOARD

BREGENZER

MATULAC
(ALTERNATE)
ONE
3rd THURSDAY 6:00 P.M.

MONTHLY

VALLEJO ROOM UNLESS COUNCIL

CHAMBERS IS AVAILABLE

MEASURE P OVERSIGHT

COMMITTEE MATIAS ONE

AT LEAST TWICE PER CALENDAR
YEAR; MORE FREQUENTLY IF
NECESSARY. VALLEJO ROOM UNLESS

COUNCIL CHAMBERS IS AVAILABLE
COUNCIL APPOINTMENTS-2025
January 14, 2025
2 COUNCIL LIAISON APPOINTMENTS TO COMMUNITY BASE ORGANIZATIONS,

COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

NAME OF AGENCY COUNCIL LIAISON NUMBER OF

APPOINTMENTS MEETING INFORMATION

CENTRAL CORE
RESTORATION CORP.
(CCRC)
NA ONE
2ND THURSDAY 4:30 P.M.
301 GEORGIA STREET, SUITE 290

VALLEJO CA

VALLEJO CENTER FOR THE
ARTS (formerly Community
Arts Foundation, Empress
Theatre)
TBD ONE 4TH WEDNESDAY 7:00 P.M.

FIGHTING BACK
PARTNERSHIP TBD ONE 1ST THURSDAY 6:00 P.M.
3RD FLOOR, JFK LIBRARY

HUMANE SOCIETY OF

NORTH BAY TBD TWO MEETINGS AS NEEDED

SENIOR CITIZENS COUNCIL TBD ONE
2ND MONDAY OF JANUARY & JUNE
12:30 – 2:00 P.M.

DOUGLAS SENIOR CENTER

SOLANO COUNTY FAIR

ASSOCIATION BREGENZER ONE
2ND WEDNESDAY 6:15 P.M.

SOLANO COUNTY FAIRGROUNDS
900 FAIRGROUNDS DRIVE

TRAVIS REGIONAL ARMED
FORCES COMMITTEE GORDON ONE 3rd MONDAY 8:00 A.M. BREAKFAST

DELTA BREEZE CLUB TRAVIS AFB

VALLEJO CONVENTION AND
VISITORS BUREAU TBD ONE 3rd WEDNESDAY 3:30 P.M.

CHAMBER OF COMMERCE OFFICE
VALLEJO GOLF CLUB TBD ONE 2ND THURSDAY 7:00 P.M.

BLUE ROCK SPINGS BOARD ROOM

VALLEJO FIRST CORP
(formerly Vallejo Main Street
Board of Directors)

TBD ONE
2nd THURSDAY 5:45 P.M.
(frequency of meetings TBD)
235-237 GEORGIA STREET
(Beeman Building)
1st Floor Conference Room

CITY/SCHOOLS TASK
FORCE 2X2

MAYOR SORCE
MATULAC TWO 3rd THURSDAY 4:00 P.M.

VALLEJO ROOM
COUNCIL APPOINTMENTS-2025
January 14, 2025
3 APPOINTMENTS TO CITY COUNCIL STANDING COMMITTEES

NAME OF COUNCIL

COMMITTEE MEMBERS NUMBER OF

APPOINTMENTS MEETING INFORMATION

INTER-AGENCY

COMMITTEE

MAYOR SORCE
LEDIJU

MATULAC
MAYOR + TWO
4TH MONDAY 6:00 P.M.

CITY MANAGER’s CONFERENCE
ROOM, 3rd Floor

CITY HALL

ISLAND ENERGY ADVISORY

COMMITTEE PALMARES MAYOR MEETINGS AS NEEDED

MARE ISLAND COMMITTEE
(RAB)

MAYOR SORCE
LEDIJU

PALMARES

THREE MEETINGS AS NEEDED

MARINA COMMITTEE
SORCE
PALMARES.

MATIAS

THREE MEETINGS AS NEEDED

PUBLIC SAFETY

COMMITTEE TBD TWO MEETINGS AS NEEDED

LAKES WATER SYSTEM

SUB-COMMITTEE

MAYOR SORCE

LEDIJU TWO MEETINGS AS NEEDED

PUBLIC SAFETY & QUALITY

OF LIFE AD-HOC TBD THREE SUGGEST THIS IS MERGED WITH

PUBLIC SAFETY
COUNCIL APPOINTMENTS-2025
January 14, 2025
4 APPOINTMENTS TO COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

AND OTHER BODIES

NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION

ASSOCIATION OF

BAY AREA
GOVERNMENTS –

GENERAL

ASSEMBLY

MAYOR SORCE
(ALTERNATE)

MATULAC
ONE +

ALTERNATE

COUNCIL APPOINTS

DELEGATE AND

ALTERNATE

MEETS TWICE A

YEAR SPRING/FALL

LEAGUE OF

CALIFORNIA CITIES
– GENERAL

ASSEMBLY

MATULAC

BREGENZER
(1st Alt)
LEDIJU (2nd Alt)
ONE + TWO

ALTERNATES

BYLAWS REQUIRE

COUNCIL APPOINTS

DELEGATE AND TWO

ALTERNATES

AS SET BY LEAGUE

LEAGUE OF

CALIFORNIA CITIES
– NORTH BAY

DIVISION

BREGENZER
LEDIJU
(ALTERNATE)
ONE +

ALTERNATE

COUNCIL APPOINTS

REPRESENTATIVE

AND ALTERNATE

QUARTERLY

MEETINGS

PLACE AND TIME
TBA

SOLANO COUNTY
MAYOR’S

COMMITTEE

MAYOR SORCE MAYOR

COMPRISED OF ALL
MAYORS – HAS BEEN

ON LIST IN PAST,

BUT PROBABLY

SHOULD BE

REMOVED
3RD WEDNESDAY
6:00 P.M.

SUISUN

SOLANO STATE

PARKS COMMITTEE PALMARES ONE

COUNCIL

APPOINTED ONE
MEMBER ON 9/10/13

TO REPRESENT CITY

OF VALLEJO

MEETINGS AS
NEEDED
SOLANO 360

IMPLEMENTATION

COMMITTEE

TBD TWO MEETINGS AS
NEEDED

MCE CLEAN

ENERGY BOARD

PALMARES
MATULAC (ALT) ONE + ALT.

COUNCIL APPOINTS

TO REPRESENT CITY

OF VALLEJO
3rd THURSDAY OF

THE MONTH ON A

QUARTERLY BASIS

OR AS NEEDED

TRIPARTITE

ADVISORY BOARD GORDON ONE

ADVISORY TO

SOLANO COUNTY

JPA FOR

HOMELESSNESS
QUARTERLY - 4TH

MONDAY IN JAN,
APR, JULY,& OCT. 2-
4 P.M., FAIRFIELD

COMMUNITY
CENTER
COUNCIL APPOINTMENTS-2025
January 14, 2025
5 APPOINTMENTS TO COUNTY/REGIONAL/INTER-AGENCY/STATE COMMITTEES/BOARDS

NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION

SOLANO COUNTY

TRANSPORTATION

AUTHORITY

MAYOR SORCE

MATULAC
(ALTERNATE)
ONE +

ALTERNATE

BYLAWS REQUIRE

BOARD TO BE

COMPRISED OF THE

MAYOR OF THE

SEVEN CITIES, OR A

COUNCIL MEMBER

APPOINTED BY THE

MAYOR OR THE CITY

COUNCIL AS AN

ALTERNATE
2ND WEDNESDAY
6:00 P.M.

TRANSPORATATION
OFFICE
1 HARBOR CENTER,
SUITE 130, SUISUN

SOLANO COUNTY

TRANSIT
(SOLTRANS)
BOARD

MAYOR SORCE
GORDON
LEDIJU
(ALTERNATE)

TWO MEMBERS
+ ONE

ALTERNATE

TWO COUNCIL
MEMBERS + ONE

ALTERNATE FROM

BENICIA AND
VALLEJO + SOLANO
COUNTY MTC REP +

ONE NON-VOTING

STA REP
3RD THURSDAY
4:00 P.M.

VALLEJO CITY

COUNCIL

CHAMBERS OR

BENICIA CITY

COUNCIL

CHAMBERS

SOLANO COUNTY

WATER AGENCY
BOARD

MAYOR SORCE

MATULAC
(ALTERNATE)
MAYOR +

ALTERNATE

MAYOR IS BOARD

MEMBER BY

STATUTE AND

COUNCIL APPOINTS

ALTERNATE
2ND THURSDAY
7:00 P.M.

SOLANO IRRIGATION

DISTRICT OFFICE
509 ELMIRA RD.,

VACAVILLE
SOLANO

ECONOMIC

DEVELOPMENT

CORPORATION

MATIAS ONE COUNCIL APPOINTS

BOARD MEMBERS
4TH THURSDAY
9:00 A.M.

BI-MONTHLY

JELLY BELLY

FACTORY
1 JELLY BELLY

LANE, FAIRFIELD

SOLANO WATER

AUTHORITY BOARD

MAYOR SORCE

MATULAC
(ALTERNATE)
MAYOR +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE

MEETS AS NEEDED

SOLANO IRRIGATION

DISTRICT OFFICE
508 ELMIRA RD,

VACAVILLE

SOLANO OPEN
SPACE (SOS) TBD ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE
2ND MONDAY
7:00 P.M.

QUARTERLY
PLACE: TBA

VALLEJO-NAPA

SOLID WASTE

MANAGEMENT

MAYOR SORCE

BREGENZER
(ALTERNATE)
ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE
1ST THURSDAY
9:00 A.M.

AMERICAN CANYON

CITY HALL
4381 BROADWAY ST,
SUITE 201

VALLEJO BUSINESS

EDUCATION

ALLIANCE
TBD ONE +

ALTERNATE

COUNCIL APPOINTS

BOARD MEMBER

AND ALTERNATE
COUNCIL APPOINTMENTS-2025
January 14, 2025
6 NAME OF AGENCY COUNCIL

REPRESENTATIVE

NUMBER OF

APPOINTMENTS NOTES MEETING

INFORMATION
MULTI-

JURISDICTIONAL

HOMELESS TWO
BY TWO

SUBCOMMITTEE &

REGIONAL

HOMELESS

WORKGROUP
LEDIJU

PALMARES TWO MEMBERS COUNCIL APPOINTS

TWO MEMBERS

SUBCOMMITTEE
(2x2)

MONTHLY, SUBJECT

TO CHANGE

WORKGROUP

BI-WEEKLY,
THURSDAYS, 3-4
P.M., SUBJECT TO
CHANGE

NAPA-SOLANO

AREA AGENCY ON

AGING OVERSIGHT
BOARD
GORDON

MATULAC
(ALTERNATE)

ONE MEMBER

COUNCIL

APPOINTMENTS

BOARD MEMBER

AND ALTERNATE
4TH MONDAY
10 A.M. – 12 P.M.

HELD

ALTERNATIVELY IN

NAPA COUNTY &

SOLANO COUNTY

BOARD OF

SUPERVISORS

CHAMBERS
GREEN

EMPOWERMENT

ZONE (GEZ)

PALMARES

MATULAC
(ALTERNATES)

ONE MEMBER

COUNCIL APPOINTS

BOARDMEMBER

AND ALTERNATE
BI-MONTHLY, 3rd
FRIDAY @ 9:30 A.M.
1025 ESCOBAR ST.

ROOM 110A/B/C

MARTINEZ
ACTION ITEM 9.G.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Jason Ta, Chief of Police
SUBJECT: CONSIDERATION OF AND FINDING TO CONTINUE THE STATE OF LOCAL

EMERGENCY RELATING TO PUBLIC SAFETY STAFFING AND UPDATE ON ACTIONS

TAKEN TO DATE

RECOMMENDATION
Receive the update and confirm the continued existence of the conditions leading to the declaration of a state of local emergency.

REASONS FOR RECOMMENDATION
State law requires that the Proclamation of Local Emergency be reaffirmed every 60 days. The 60th day since the last confirmation of the proclamation is February 15, 2025. City Council must reaffirm the proclamation for it to continue.

BACKGROUND AND DISCUSSION
On July 25, 2023, the City Council unanimously voted to approve a Proclamation of Emergency due to the critical staffing levels at the City of Vallejo Police Department. Below is an update on the staffing and service model situation at the Police Department.

Status of the 4 Phases (as of February 3, 2025)

In spring 2023, prior to the adoption of the Proclamation of Emergency, the Police Department determined that it might need to implement a four-phase modification to its service model to accommodate the staffing shortage. Below is an update on service model modifications that have been implemented.

Phase #1 – Service Model Reduction
This phase has been partially implemented. The department held two town hall meetings to share data and discuss service impacts regarding alarm call response. The department also met with the alarm industry to discuss alarm calls and service impacts. These meetings and discussions concluded on Sept. 7, 2023. At the February 13th council meeting, Council directed staff to proceed with a Verified Response ordinance and protocol. The ordinance has not been updated.

Phase #2 & #3 – Rotation of Officers to Patrol Shifts & Completely Collapsing Traffic and Detective Divisions
Phase #2 is completed.

Phase #3 is in progress. Due to stabilization of VPD officer egress, traffic officers and detectives are no longer filling patrol vacancies.

Phase #4 – Modifying All Patrol Shifts to 12-hour Shifts or Another Staffing Model It does not appear that the department will be entering into Phase 4.

Date: February 11, 2025
Subject: CONSIDERATION OF AND FINDING TO CONTINUE THE STATE OF LOCAL

EMERGENCY RELATING TO PUBLIC SAFETY STAFFING AND UPDATE ON

ACTIONS TAKEN TO DATE

Page 2 ends

Current Staffing Numbers (as of February 3, 2025):

Total Sworn Staffing: 78
Number of Officers Working Patrol: 38

Outside Agency Assistance:

On March 12, 2024, the City Council unanimously adopted a resolution notifying the Solano County Board of Supervisors of the City's desire to receive law enforcement services from the Solano County Sheriff. On April 12, the City of Vallejo provided county counsel with requested data. SB 1379, which would allow the Solano County Sheriff's Office an exemption for retired annuitants to assist the City of Vallejo during its staffing crisis, was signed into law by Governor Newsom in September. The county and city leadership are discussing next steps.

Since, July 2024, CHP has been providing additional traffic enforcement when their traffic officers have free patrol time. CHP officers have been conducting this additional presence and enforcement on Vallejo city roadways. Starting in February, the Governor has authorized CHP to provide the department with additional assistance to conduct multiple traffic enforcement campaigns addressing sideshow activity and reckless driving. These added campaigns will deter and disrupt reckless driving and hold the offenders accountable.

The City Manager has concluded a Request for Proposal (RFP) for uniformed unarmed security guards.

The city’s existing security company (AX9) was selected. The City Manager's office, the City Attorney's office, Public Work’s, and the police department are finalizing the security guard deployment strategies.

Emergency Conditions Remain:

As stated above, on July 23, 2023 the City Council adopted a proclamation declaring a state of local emergency pursuant to Government Code Section 8550 et. seq. Pursuant to California Government Code Section 8630(c) the City Council is required to review the need for continuing the local emergency at least once every 60 days until the City Council terminates the local emergency. Council last reaffirmed the emergency at its December 17, 2024, meeting. The 60th day since the last confirmation of the proclamation is February 15, 2025.

Based upon the continuing staffing conditions outlined above, staff requests that the City Council reaffirm the existence of the state of local emergency.

FISCAL IMPACT
There is no immediate financial impact associated with this item. Any potential impact will be brought back to City Council with related costs.

ATTACHMENTS
None

Date: February 11, 2025
Subject: CONSIDERATION OF AND FINDING TO CONTINUE THE STATE OF LOCAL

EMERGENCY RELATING TO PUBLIC SAFETY STAFFING AND UPDATE ON

ACTIONS TAKEN TO DATE

Page 3 ends

CONTACT
Jason Ta, Chief of Police (707) 648-4540
[email protected]

ACTION ITEM 9.H.

DATE: February 11, 2025
TO: Mayor and Members of the City Council
FROM: Jason Ta, Chief of Police
SUBJECT: DISCUSSION AND DIRECTION ON CITY COUNCIL CREATION OF AN AD-HOC

SUBCOMMITTEE TO WORK WITH CITY STAFF ON SETTLEMENT AGREEMENT WITH

CALDOJ REFORM REQUIREMENTS

RECOMMENDATION
By motion, create a Police Reform Ad-Hoc Subcommittee to work with staff on implementation and resourcing strategies related to the ongoing police reform efforts related to the settlement agreement with the California Department of Justice.

REASONS FOR RECOMMENDATION
The Ad-Hoc Subcommittee would seek to stay informed on the City and Police Department’s ongoing efforts in completing the settlement agreement requirements. The Ad-Hoc Subcommittee would increase understanding and transparency relating to the department’s efforts and progress and could offer recommendations with: messaging, resourcing, and fiscal implications, to maximize efficiencies to increase successful outcomes aiding in the completion and implementation of the required reforms within the 5-year agreement.

BACKGROUND AND DISCUSSION
The City of Vallejo and Vallejo Police Department have been engaged with the California Department of Justice (CalDOJ), since June of 2020, to implement agreed upon reform measures during a 3-year collaborative reform agreement. In April of 2024, the City of Vallejo and Vallejo Police Department entered into a 5-year settlement agreement with CalDOJ, agreeing to complete the remainder of the original reforms under the collaborative agreement and additional measures under the setttlement agreement. The first year (Year 1) work-plan and working groups have begun their work. The addition of an Ad-Hoc Subcommittee would be in addition to these efforts.

During the October 22, 2024 City Council meeting, Council supported the creation of an Ad-Hoc Subcommittee to work with City staff relating to the required reform efforts. The creation of an A-Hoc subcommittee must include: (1) identification of the number of Council members to participate (limited to less than a quorum of Council members); (2) the charge of the committee (what will the committee be doing. Actions of the committee are limited to this description); and (3) the duration of the committee (all ad- hoc subcommittees must be of limited duration). Staff is requesting direction to: identity committee member numbers; the charge of the committee, and the duration of the committee. If the Council desires to create the committee, staff will bring the item back to Council with a resolution establishing the Ad-Hoc Subcommittee and action to appoint the members. Note that the City also has a standing Public Safety Committee and a Public Safety and Quality of Life Ad-Hoc Subcommittee.

FISCAL IMPACT
Aside from staff time, there is minimal Fiscal Impact associated with this item.

ENVIRONMENTAL REVIEW

Date: February 11, 2025
Subject: DISCUSSION AND DIRECTION ON CITY COUNCIL CREATION OF AN AD-HOC

SUBCOMMITTEE TO WORK WITH CITY STAFF ON SETTLEMENT AGREEMENT

WITH CALDOJ REFORM REQUIREMENTS

Page 2 ends

This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS
None

CONTACT
Jason Ta, Chief of Police (707) 648-4540
[email protected]

Vallejo City CouncilFebruary 11, 2025

Vallejo City Council
February 11, 2025